Networking: much is said, little is understood

If you have a word that circulates freely 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 gains 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 is 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 moves more than R$ 500 million a year in business.

According to consultancy The Adler Group, about 85% of job openings today are filled through networking and not by public announcements.A Harvard Business Review survey reinforces the impact of these connections: professionals with active networking have 42% more chances of winning 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 is just exchanging cards or having many followers. And it is not. It is a construction process that requires delivery, listening and clarity about what you represent”.

Paulo, partner of Marcos Koenigkan at the events of the Market & Opinion in Sao Paulo, which bring together leaders of the high corporate level responsible for 35% of the national GDP, is also ahead of businesses such as IMvester, the Blays Agency and Roga Village. With a trajectory marked by direct action in networks of influence and business generation, he accumulates practical experience in the theme.“What I learned in these years is that good people attract good people. But, for this, it is necessary to have consistency and intention. You do not attract good connections if your presence in the market is superficial”, it says.

In his view, effective networking happens in three layers:

Visibility with purpose: It is not enough to appear. You need to be reminded of what you deliver. In a market saturated with information and empty promises, standing out does not mean being the most seen, but the most relevant. Visibility with purpose involves consistency, coherence and a well-defined professional identity. It is being in the right places, with the right content and for the right reasons.

Shared reputation: Who presents 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 is in the trust that is built and lent. When a connection is made, reputations intertwine. Therefore, the importance of being surrounded by people who share similar values and act with credibility, which enhances not only the reach, but also the weight of the opportunities that come.

Active reciprocity: Networking is not about asking. It is about offering before expecting return. Here, the focus is on strategic generosity. Instead of triggering the network only when you need something, the real value is in being useful, opening doors, sharing contacts and contributing with intelligence. This posture creates an environment of trust and mutual recognition, where ties strengthen based on genuine exchange and not silent charging.

Contrary to what many think, networking does not require large stages. It can start with small gestures, as long as there is real intention. “Sometimes a well-placed message, a bridge made with generosity or sincere feedback open doors that no sales pitch could achieve”, he says.

With direct language and focus on relationships that generate real value, Paulo argues that networking well done 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 sidelines or occupying the center of conversations that move opportunities. The alert, according to him, leaves no room for doubt. “Networking is not optional, today, visibility is power. If you do not build bridges, you are accepting to be invisible to the best opportunities in the” market, he concludes.