If there is one word that freely circulates in the corporate environment, but is rarely understood in depth, it is networking. Repeated to exhaustion at events, lectures, and career manuals, the expression often takes on generic, almost empty tones.
In practice, knowing how to cultivate a good network of connections can be the difference between growing or stagnating in the market. “Networking is not about having contacts. It’s about having connections that make sense, that add reputations, that remember you when a good opportunity arises,” says Paulo Motta, entrepreneur and founder of The Networkers, which connects leaders from different sectors and generates over R$ 500 million in business each year.
According to The Adler Group consultancy, about 85% of job vacancies today are filled through networking and not through public advertisements. A Harvard Business Review survey reinforces the impact of these connections: professionals with active relationship networks are 42% more likely to achieve a promotion. In addition to accelerating career growth, networking also expands access to opportunities, strategic information, and contributes to the development of interpersonal skills, according to data from the Global Mentoring Group.
The entrepreneur notes that the challenge lies precisely in the excess of shallow information on the subject: “People confuse networking with socializing”. They think it’s just about exchanging business cards or having many followers. And it’s not. It is a construction process that requires commitment, listening, and clarity about what you represent.”
Paulo, partner of Marcos Koenigkan at Mercado & Opinião events in São Paulo, which bring together senior corporate leadership responsible for 35% of the national GDP, also leads businesses like IMvester, Agência Blays, and Roga Village. With a background marked by direct involvement in influence networks and business generation, he has practical experience in the field. “What I’ve learned over the years is that good people attract good people. But, for that, you need consistency and intention. You don’t attract good connections if your market presence is superficial,” he states.
According to him, effective networking happens in three layers:
Purposeful Visibility: It’s not enough to show up. You need to be remembered for what you deliver. In a market saturated with information and empty promises, standing out doesn’t mean being the most seen, but the most relevant. Purposeful visibility involves consistency, coherence, and a well-defined professional identity. It’s about being in the right places, with the right content, and for the right reasons.
Shared Reputation: Who introduces you says a lot about you. And vice versa. At this level, networking ceases to be individual and becomes collective. The strength of the network lies in the trust that is built and shared. When a connection is made, reputations intertwine. Therefore, the importance of being surrounded by people who share similar values and act with credibility, enhancing not only the reach but also the weight of the opportunities that come.
Active reciprocity: Networking is not about asking. It’s about giving before expecting anything in return. Here, the focus is on strategic generosity. Instead of tapping into the network only when needed, the real value lies in being useful, opening doors, sharing contacts, and contributing with intelligence. This approach creates an environment of trust and mutual recognition, where bonds strengthen based on genuine exchange rather than silent demands.
Contrary to what many think, networking doesn’t require grand stages. It can start with small gestures, as long as there is genuine intention. “Sometimes, a well-placed message, a bridge built with generosity, or honest feedback open doors that no sales pitch could achieve,” he affirms.
With straightforward language and a focus on relationships that generate real value, Paulo argues that well-done networking goes beyond accelerating business: it repositions people and brands on the map of relevant decisions. In an increasingly competitive market, this could be the difference between being on the sidelines or occupying the center of conversations that drive opportunities. According to him, the warning leaves no room for doubt. “Networking is not optional today; visibility is power. If you don’t build bridges, you’re accepting to be invisible to the best market opportunities,” he concludes.
