---
name: networking-strategist
description: |
  Professional networking strategy, follow-up systems, relationship management, value-first approach, online and offline networking, and building a personal board of advisors.
  Use when the user asks about networking strategist, or needs help with professional networking strategy, follow-up systems, relationship management, value-first approach, online and offline networking, and building a personal board of advisors.
  Do NOT use when the request requires professional specialized advice or falls outside the scope of networking strategist.
license: Apache-2.0
metadata:
  author: foundry-skills
  version: "1.0.0"
  tags: "relationships personal-communication networking"
  category: "family-relationships"
  subcategory: "relationships-communication"
  depends: ""
  disclaimer: "none"
  difficulty: "intermediate"
---

# Networking Strategist

## When to Use

**Use this skill when:**
- User asks about networking strategist
- User needs guidance on networking strategist topics
- User wants a structured approach to networking strategist

**Do NOT use when:**
- Request requires professional consultation beyond educational guidance
- User needs emergency assistance

## Reframing Networking

### What Networking Is NOT
- Collecting business cards or LinkedIn connections
- Transactional exchanges ("I'll help you if you help me")
- Self-promotion at events
- Only reaching out when you need something
- Schmoozing or being inauthentic

### What Networking IS
- Building genuine relationships based on mutual value
- Investing in people long before you need anything
- Being curious about others' work and challenges
- Creating a community of mutual support
- A long-term practice, not an event-based activity

### The Value-First Principle

The single most important networking concept: **give before you ask.**

Every interaction should start with: "How can I be helpful to this person?"

| Ways to Add Value | Example |
|------------------|---------|
| Make an introduction | Connect two people who should know each other |
| Share knowledge | Send a relevant article, tool, or resource |
| Provide feedback | Offer genuine, constructive input on their work |
| Amplify their work | Share their content, recommend their services |
| Offer your skills | Help with a specific problem in your expertise area |
| Be a sounding board | Listen to their challenges without agenda |

## Building Your Network Strategy

### The Network Mapping Exercise

Map your current network into three tiers:

**Tier 1: Inner Circle (5-10 people)**
- People who would take your call at midnight
- Deep trust, mutual investment
- Regular contact (weekly to monthly)

**Tier 2: Key Relationships (20-50 people)**
- Professional allies, mentors, valued colleagues
- Moderate trust, reciprocal value exchange
- Regular contact (monthly to quarterly)

**Tier 3: Extended Network (100-500 people)**
- Professional acquaintances, former colleagues, industry contacts
- Light-touch relationship, awareness of each other's work
- Periodic contact (quarterly to annually)

### Identify Network Gaps

```
NETWORK GAP ANALYSIS

What roles/relationships do I need?
  [ ] Mentor in my field
  [ ] Mentor in an adjacent field
  [ ] Peers at my level (mutual support)
  [ ] People 2-3 years ahead of me (guidance)
  [ ] People in my target industry/company
  [ ] Connectors (people who know everyone)
  [ ] Subject matter experts in areas I am learning
  [ ] People with complementary skills
  [ ] People from diverse backgrounds/perspectives

Where are the gaps?
  _____________________________________________
  _____________________________________________

What is my plan to fill them?
  _____________________________________________
```

## Online Networking

### LinkedIn Strategy

**Profile Optimization (Your Digital First Impression)**
- Headline: Not just your title. What value do you provide? ("Engineering Leader | Scaling teams from 5 to 50 | Author of XYZ")
- Summary: Written in first person, tells your story, includes keywords
- Photo: Professional, approachable, high quality
- Experience: Achievement-focused (not just job descriptions)
- Featured section: Your best work, articles, talks, projects

**Content Strategy**
- Share insights from your work (1-3 posts per week)
- Comment thoughtfully on others' posts (more valuable than your own posts for networking)
- Share others' content with your own perspective added
- Write long-form articles on topics in your expertise
- Engage consistently (daily 10-15 minutes is better than sporadic bursts)

**Connection Requests**
Always include a personalized note:
> "Hi [Name], I enjoyed your [specific post/talk/article] about [topic]. I work in [related area] and would love to connect. [One sentence about why / what you have in common]."

Never: "I'd like to add you to my professional network" (the default message)

### Other Platforms
- **Twitter/X**: Good for thought leadership and engaging with public figures
- **Industry Slack/Discord communities**: High-quality discussions in focused groups
- **GitHub/Stack Overflow**: For technical networking through contributions
- **Substack/Blog**: Building authority through consistent publishing

## In-Person Networking

### Event Strategy

**Before the Event**
- Research speakers and attendees
- Set a specific goal (meet 3-5 people, not "network")
- Prepare 2-3 conversation starters related to the event topic
- Bring business cards (yes, still useful) or have LinkedIn QR code ready

**At the Event**
- Arrive early (easier to start conversations with fewer people)
- Look for people standing alone or in pairs (easier to approach)
- Ask open-ended questions (not "What do you do?" - try "What are you working on that excites you?")
- Listen more than you talk (aim for 70% listening)
- Be genuinely curious
- End conversations gracefully: "It's been great talking with you. I'd love to continue this conversation. Can I connect with you on LinkedIn?"

**Conversation Starters That Work**
- "What brought you to this event?"
- "What are you working on right now?"
- "What's the most interesting thing you've learned today?"
- "How did you get into [their field]?"
- "What's a challenge you're thinking about lately?"

**Conversation Enders That Are Not Awkward**
- "I want to be respectful of your time. It was really great meeting you."
- "I'm going to circulate a bit, but I'd love to stay in touch."
- "Let me introduce you to someone who's also working on [topic]."

### Building a Regular Networking Habit

| Frequency | Activity |
|-----------|----------|
| Daily (5 min) | Comment on 2-3 LinkedIn posts from connections |
| Weekly (30 min) | Send 2-3 follow-up or check-in messages |
| Monthly (2 hours) | Attend one event or have one networking coffee/call |
| Quarterly (half day) | Host a dinner, facilitate introductions, or organize a small gathering |
| Annually | Review and refresh your network map |

## The Follow-Up System

### The 48-Hour Rule
After meeting someone, follow up within 48 hours. After 48 hours, they may not remember you clearly.

### Follow-Up Templates

**After Meeting at an Event**:
> "Hi [Name], great meeting you at [event] yesterday. I enjoyed our conversation about [specific topic]. [Reference something specific they said]. I'd love to stay connected - are you open to a quick coffee/call in the next few weeks?"

**After a Referral Introduction**:
> "Hi [Name], [Mutual Connection] suggested we connect because [reason]. I'm [brief relevant intro]. I'd love to learn more about your work in [area]. Would you be open to a 20-minute call at your convenience?"

**Periodic Check-In (No Ask)**:
> "Hi [Name], I came across [article/tool/resource] and thought of you because of our conversation about [topic]. Hope you're doing well - would love to hear what you're working on these days."

**After They Help You**:
> "Hi [Name], I wanted to follow up and let you know that [specific outcome from their help]. Your [advice/introduction/insight] made a real difference. Thank you again."

### Relationship CRM

Track your network relationships systematically:

```
CONTACT RECORD

Name: _______________
Company/Role: _______________
How we met: _______________
Date met: _______________
Key interests/topics: _______________
What I can offer them: _______________
What they can offer me: _______________
Last contact date: _______________
Next follow-up date: _______________
Notes: _______________
```

**Tools**:
- Simple: Spreadsheet with columns above
- Apps: Dex, Clay, Monica CRM
- CRM: Notion database, Airtable
- Minimum: Notes app on your phone with contact records

## The Informational Interview

### When to Request One
- Exploring a new career path
- Learning about a company you are interested in
- Building relationships in a new industry
- Seeking mentorship

### How to Request

> "Hi [Name], I'm [brief context about you]. I'm exploring [area they are in] and would greatly value your perspective. Would you be open to a 20-minute conversation? I'm happy to work around your schedule."

### During the Meeting (20-30 minutes max)
- Come with 5-7 prepared questions
- Do NOT ask for a job (this is not a job interview)
- Listen actively, take notes
- Ask: "Who else would you recommend I talk to?" (expands your network)
- Ask: "How can I be helpful to you?"
- End on time or early (respect their calendar)

### Sample Questions
1. What does a typical day/week look like in your role?
2. What do you wish you had known when you started?
3. What skills are most valuable in this field right now?
4. What challenges is the industry facing?
5. What makes someone successful in this space?
6. Who else would you suggest I speak with?

## Building a Personal Board of Advisors

### The Concept
Just as companies have boards, you benefit from a diverse group of people who provide guidance, accountability, and perspective.

### Ideal Board Composition (5-7 people)

| Role | Who | Purpose |
|------|-----|---------|
| Industry mentor | Senior person in your field | Career guidance, industry insight |
| Skill mentor | Expert in a skill you are developing | Technical growth |
| Peer ally | Someone at your level | Mutual support, accountability |
| Outside perspective | Someone from a different field | Fresh thinking, diverse viewpoint |
| Sponsor/advocate | Someone who promotes your work | Visibility, opportunity access |
| Life mentor | Trusted advisor for personal decisions | Wisdom, balance, perspective |

### How to Build It
- You do not need to formally ask people to be "on your board"
- Simply invest in these relationships intentionally
- Meet with each person 2-4 times per year
- Be specific about what you would value from them
- Always reciprocate with your own value

## Networking Mistakes to Avoid

| Mistake | Why It Hurts | Instead |
|---------|-------------|---------|
| Only networking when desperate | People sense desperation; no existing goodwill | Build relationships consistently, before you need them |
| Making it all about you | Nobody likes a one-way conversation | Lead with genuine curiosity and value |
| Asking for too much too soon | Damages trust before it is built | Start small, build relationship first |
| Never following up | Wasted effort, signals low interest | Follow up within 48 hours, maintain periodic contact |
| Being inauthentic | People detect inauthenticity immediately | Be genuinely interested or do not pretend to be |
| Treating networking as a numbers game | 500 shallow connections are less valuable than 50 meaningful ones | Invest depth over breadth |
| skipping to say thank you | Appears entitled, reduces future help | Always acknowledge and reciprocate |


## Output Format

```
NETWORKING STRATEGIST OUTPUT
============================

Section 1: Assessment / Analysis
- Key findings
- Recommendations

Section 2: Action Plan
- Step-by-step guidance
- Timeline if applicable

Section 3: Resources
- Relevant references
- Next steps
```

## Example

**Input:** "Help me get started with networking strategist"

**Output:** A structured networking strategist plan tailored to the user's specific situation, following the process outlined above.

## Edge Cases

- **Incomplete information:** Ask clarifying questions before proceeding. Do not assume details the user has not provided.
- **Out of scope requests:** Redirect to appropriate professional resources when the request exceeds educational guidance.
- **Conflicting requirements:** Present trade-offs clearly and let the user decide priorities.
