If there’s one word that circulates freely in the corporate environment but is rarely deeply understood, it’s 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, that remember you when a good opportunity arises,’ says Paulo Motta, entrepreneur and founder of The Networkers, which connects leaders from different sectors and moves over R$ 500 million per year in business.
According to The Adler Group consultancy, about 85% of job openings today are filled through networking and not through public ads. A Harvard Business Review survey reinforces the impact of these connections: professionals with active relationship networks have a 42% higher chance of getting a promotion. Besides 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 superficial information on the topic: ‘People confuse networking with socialization. They think it’s just about exchanging cards or having many followers. And it’s not. It’s a building process that requires dedication, listening, and clarity about what you represent.’
Paulo, partner of Marcos Koenigkan in the Mercado & Opinião events in São Paulo, which bring together top corporate leaders responsible for 35% of the national GDP, is also at the helm of businesses like IMvester, Agência Blays, and Roga Village. With a trajectory marked by direct involvement in influence networks and business generation, 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 don’t attract good connections if your presence in the market is superficial,’ he says.
In his view, effective networking happens in 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’s 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 lent. When a connection is made, reputations intertwine. Hence the importance of being surrounded by people who share similar values and act with credibility, which enhances not only reach but also the weight of the opportunities that come.
Active reciprocity: Networking is not about asking. It’s about offering before expecting a return. Here, the focus is on strategic generosity. Instead of activating the network only when you need something, the real value lies in being useful, opening doors, sharing contacts, and contributing intelligently. This stance creates an environment of trust and mutual recognition, where bonds strengthen based on genuine exchange and not silent demands.
Contrary to what many think, networking doesn’t require big stages. It can start with small gestures, as long as there’s real intention. ‘Sometimes, a well-placed message, a bridge built with generosity, or honest feedback opens doors that no sales pitch could,’ he says.
With direct 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 can be the difference between being on the margins or occupying the center of the conversations that drive opportunities. The warning, according to him, leaves no room for doubt. ‘Networking is not optional today; visibility is power. If you don’t build bridges, you’re accepting being invisible to the best opportunities in the market,’ he concludes.
