Building and Leveraging Networks
​

If power = influence…
              Networks are the infrastructure that make influence possible.

And this is the big idea:
              Your network—not your title—is your real leverage in an organization.

Why Networks Matter (The Non-Obvious Truth)

Most people think networking is about:
  • Meeting people
  • Collecting contacts
That’s shallow.

The Real Functions of a network

1. Private Information
​
  • Insights you can’t Google
  • Early signals (strategy, hiring, risks)
Private information gives you a competitive edge over public info

2. Access to Diverse Skills

  • You don’t need to know everything
  • You need access to people who do
High performers don’t operate alone—they extend themselves through their network

3. Power

  • In flat orgs, power shifts from hierarchy → networks
  • Brokers (connectors) become the most influential
Power now lives with people who connect others—not just those at the top

The Core Insight: Not All Networks Are Equal

​This is where things get interesting.

Paul Revere vs. William Dawes
From your HBR reading:
  • Both had the same mission
  • Both rode to spread information
But:
  • Revere succeeded
  • Dawes didn’t
Why?
👉 Their networks were different.
  • Revere = broker network (diverse, connected clusters)
  • Dawes = closed network (tight, redundant)

What This Means: It’s not how many people you know—it’s how your network is structured.

How to Think About Network Structure
​

Your slides break this down really cleanly:

1. Degree Centrality (How Many Connections You Have)
  • More connections = more visibility
  • But not enough on its own
📍 Example from page 4 diagram:
  • Node “A” has highest degree → many direct ties

2. Betweenness Centrality (Broker Power)
​
This is the big one.
  • You connect people who are not connected
  • You sit between groups
📍 From the same diagram:
  • Node “O” bridges separate networks → high influence

3. Eigenvector Centrality (Who You’re Connected To)

  • Being connected to powerful people → amplifies your power 

4. Network Density

  • High density = everyone knows everyone
  • Low density = more diverse connections 

The Most Important Concept: Brokerage

​This is the single highest leverage networking idea.
​
Brokers connect disconnected groups—and that’s where power lives.

From your HBR + slides:
  • Brokers:
    • Spread information faster
    • Access diverse ideas
    • Control flow between groups
  • Non-brokers:
    • Get stuck in echo chambers

Strong Ties vs Weak Ties (Critical Distinction)
​

Strong Ties (Dense, Cliquey Networks)
  • Close friends, teammates
  • High trust
  • High bandwidth
Good for:
  • Execution
  • Support 
Weak Ties (Sparse, Expansive Networks)
  • Acquaintances
  • Different circles
Good for:
  • New opportunities
  • New information
Weak ties act as bridges between networks
Key Insight               
Opportunities come from weak ties. Execution comes from strong ties.

Where Networks Actually Come From
​

Most people don’t build networks intentionally.

They default to:
1. Self-Similarity
  • Same background, same thinking
2. Proximity
  • Same team, same office
These create:
👉 Cliques (low diversity, high redundancy)
The Better Strategy: Shared Activity Principle

This is one of the most actionable ideas in your slides.
Build networks through shared activity—not just similarity.
​
Why it works:
  • Creates trust (common goals)
  • Creates diversity (different backgrounds)
  • Creates brokerage opportunities
  • ​
Examples:
  • Cross-functional teams
  • Sports / group activities
  • Boards / volunteer groups

The Network Paradox
​

This is subtle but important:
  • You want trust → strong ties
  • You want innovation → diverse ties
But:
      Too much trust = echo chamber
      Too much diversity = low trust
The best networks balance both.

How to Actually Build a Strong Network
​

From the HBR + Roizen case:

1. Be Intentional (Not Passive)

Networks don’t happen randomly—they are constructed 

2. Invest Before You Need It
Roizen spent years building relationships before leveraging them.
She only “called in favors” when necessary

3. Focus on Performance
​      + Consistency
This is huge:
  • Do what you say
  • Be reliable over time
Relationships are maintained by consistency, not frequency

4. Create Win-Win               Connections
Roizen’s rule:
  • Only connect people if it benefits both
This preserves trust and reputation

5. Add Value First (Reciprocity)

  • Help others
  • Share insights
  • Make introductions

​How to Leverage a Network

​This is where most people mess up.
They:
  • Either never use it
  • Or overuse it

​Smart Leveraging Looks Like:
  1. Selective
    • Not every request is worth your network
  2. Credible
    • You only vouch for things you believe in
  3. Balanced
    • You give and take

Roizen’s Constraint (Important Insight)
  • She limits how often she asks favors from top contacts
👉 Because:
  • Attention is a scarce resource

Diagnosing Your Own Network
​

Ask yourself:
  • Who do I go to for:
    • Advice?
    • Trust?
    • Information?
  • Who introduced me to them?
  • Who have I connected?
This reveals:
  • Whether you’re a broker or just a participant

The Biggest Mistake People Make

Simple Mental Model

They build comfortable networks instead of effective ones.
Comfort = similarity
Effectiveness = diversity + brokerage
If you remember nothing else:
  • Strong ties = depth
  • Weak ties = opportunity
  • Brokers = power
Final Thought
Networking isn’t about being social.
          It’s about positioning yourself at the intersection of information, people, and opportunity.