If there is one word that circulates freely in the corporate environment but is rarely understood in depth, it is networking. Repeated ad nauseam 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 meaningful connections that add to reputations, connections 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 annually.
According to the consultancy The Adler Group, around 85% of job openings today are filled through networking, not public job postings. A Harvard Business Review study reinforces the impact of these connections: professionals with active relationship networks are 42% more likely to secure a promotion. Beyond 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 topic: ‘People confuse networking with socializing. They think it’s just about exchanging business cards or having many followers. It’s not. It’s a process of building that requires commitment, listening, and clarity about what you represent.’
Paulo, a partner of Marcos Koenigkan in the Mercado & Opinião events in São Paulo, which bring together top-tier corporate leaders responsible for 35% of the national GDP, also leads businesses such as IMvester, Agência Blays, and Roga Village. With a career marked by direct involvement in influence and business-generation networks, he has accumulated practical experience on the subject. ‘What I’ve learned over the years is that good people attract good people. But for that, you need consistency and intention. You won’t attract solid connections if your presence in the market is superficial,’ he says.
In his view, effective networking happens on three layers:
Visibility with purpose: 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. Visibility with purpose involves consistency, coherence, and a well-defined professional identity. It means being in the right places, with the right content, for the right reasons.
Shared reputation: Who introduces you says a lot about you. And vice versa. At this level, networking stops being individual and becomes collective. The strength of the network lies in the trust that’s built and shared. When a connection is made, reputations intertwine. That’s why it’s important to surround yourself with people who share similar values and act credibly—this not only amplifies reach but also the weight of the opportunities that come your way.
Active reciprocity: Networking is not about asking. It’s about giving before expecting anything back. Here, the focus is on strategic generosity. Instead of tapping into your network only when you need something, the real value lies in being useful, opening doors, sharing contacts, and contributing intelligently. This approach creates an environment of trust and mutual recognition, where bonds strengthen based on genuine exchange rather than silent expectations.
Contrary to what many think, networking doesn’t require grand stages. It can start with small gestures, as long as there is real intention. ‘Sometimes, a well-crafted message, a connection made with generosity, or sincere feedback opens doors that no sales pitch ever could,’ he says.
With direct language and a focus on relationships that generate real value, Paulo argues that well-executed networking goes beyond speeding up business: it repositions people and brands on the map of decision-making relevance. In an increasingly competitive market, this can be the difference between being on the fringes or at the center of the conversations that drive opportunities. His warning leaves no room for doubt: ‘Networking is not optional today—visibility is power. If you aren’t building bridges, you’re accepting invisibility when it comes to the market’s best opportunities,’ he concludes.
