Beyond Business Cards: The Real Value of Executive Networks

Leadership careers rarely follow a straight line anymore. Companies restructure, markets shift, and strategies evolve overnight. How can leaders build the networks they need to navigate these milestones? 

Every leader knows the feeling: one day the work feels steady, the next the landscape shifts. A merger, a new CEO, a sudden opportunity, or a sudden exit – in those moments, what matters most isn’t the résumé line or the job title. It’s who you can call. 

Executives who have invested in strong networks don’t face such changes alone. They have advisors, connectors, and sounding boards ready to step in. The relationships they’ve built over time often become their greatest source of resilience, opening doors, offering perspective, and providing support when it’s needed most. 

Carolin Fourie, Managing Partner at Signium Germany in Munich, says:

“A lot of executives focus on their job and forget about their career. They discover too late that their network is thin, and when the next big move arrives, they may find themselves isolated, wishing they had built stronger bridges earlier.” 

Network is a strategic asset, not a side activity 

For many years, professional networking has been viewed primarily through the lens of business development. It’s seen as a means to expand client reach or seek out transactional value.  

Fourie challenges this thinking: “Is networking purely a sales tactic? When we think of the term networking, we might envision a stuffy cocktail dinner or long days on the golf greens. For many, that may be a very real part of networking, but this narrow framing underestimates the broader role of a well-functioning executive network.” 

1. Networks accelerate decision-making  

Executives are often tasked with making high-stakes decisions under pressure and with incomplete information. Leaders with a strong network can call on peers, mentors, or industry experts who have faced similar challenges.  

Instead of relying solely on consultants or internal teams, they can gain fast, unfiltered perspectives from people they trust. This not only speeds up decisions but also reduces risk. 

2. Networks offer perspective during moments of uncertainty 

Whether personal, organizational, or market-driven, periods of disruption can leave even seasoned leaders questioning their own decisions. In these moments, the right network acts as both a sounding board and a mirror, providing reassurance, fresh thinking, or constructive challenge.  

At the same time, staying visible within a network means leaders remain top of mind for new opportunities. Recruiters, board members, and potential collaborators notice executives who are engaged and accessible, making networks both a stabilizer and a launchpad. 

3. Networks support agility and confidence during change 

Executive career progression is rarely linear. Leaders may pivot industries, explore relocations, or step into unfamiliar mandates. Those with broad, active networks move through these changes more smoothly because they already have relationships to lean on for important introductions, gathering information, or investigating new opportunities. 

“Networking is not peripheral,” says Fourie. “It’s a professional practice. But what makes a good network? It is not a LinkedIn profile with thousands of connections, nor a massive database of people you barely know, and it is not a room full of strangers handing out business cards. It is about valuable connections.”  

An effective corporate network shouldn’t be measured by the number of connections but by their value. The most valuable networks are: 

• Mutually beneficial – they work best when both sides benefit, not just one 

• Diverse – they span industries, functions, and geographies 

• Responsive – they’re capable of activating quickly in a time of need 

• Curated – they’re intentionally and meticulously maintained over time, not assembled ad hoc  

What are the consequences of being under-networked? 

Despite its value, many executives don’t realize they’re under-networked until it matters most. This is most common among those who have remained within a single company or industry for extended periods. Their internal credibility may be high, but their external visibility is often limited. 

This creates vulnerability. During times of transition, whether due to restructuring, acquisition, or voluntary career change, leaders who lack diverse connections outside their organization may struggle to access opportunities or insights quickly. They may also experience longer periods of stagnation or job searching – not due to a lack of competence, but rather due to a lack of visibility. 

“This dynamic is often tied to function,” adds Fourie. “Executives in roles with regular external engagement, such as commercial or client-facing positions, tend to develop broader networks by default. In contrast, those in roles like finance, legal, or compliance may become siloed, with fewer natural opportunities for relationship-building beyond company walls. Those are the executives who may need to make a little more effort to grow their network intentionally.”  

Three networking paradigm shifts for today’s leaders 

Executive networking is evolving, and for networking endeavors to remain truly effective, leaders need to rethink some long-held assumptions.  

1. Networking is more than attending events 

A common misconception is that networking must take the form of formal events, introductions, or orchestrated outreach. While structured opportunities certainly have value, true networks take shape long after the name tags come off. 

Fourie shares: “My work in executive placement is all about connecting people. Networking is essentially part of the job description. Yet, I don’t go to many networking events – I grow my network and build relationships better simply by listening to people around me.” 

Leaders who thrive in their networks often do so by embracing more organic methods. They cultivate relationships through day-to-day conversations, peer interactions, collaborative projects, or shared industry challenges. They remain curious about others, attentive to opportunity, and intentional about follow-up. 

Technology has made this more accessible. Platforms like LinkedIn have transformed how leaders build and sustain visibility. With 1.1 billion members as of 2025, LinkedIn has become the most dominant platform for professional engagement. Still, digital tools alone are not enough. Some studies show that 87% of executives still believe that in-person interactions deliver more enduring benefits than virtual alternatives. 

The most effective networkers strike a balance between both, using digital tools to maintain presence and relevance, while investing in meaningful, human conversations that foster trust over time. 

2. Openness and transparency create opportunity 

For many executives, the greatest obstacles to networking are internal. Feelings of discomfort, or perceived reputational risk often hold them back, especially during career inflection points. 

Leaders become hesitant to update their LinkedIn profiles, reconnect with old peers, or share news of a job search, fearing it may signal failure or instability. In reality, visibility is a strength, not a liability. It creates options, surfaces opportunities, and shows openness and engagement.  

Fourie comments: “People often say, I can’t ask for a recommendation, I can’t show I’m looking for work. And I always ask: why not? We need to remove the stigma of shame and secrecy around career transitions. It’s not a setback. It’s a moment of reorientation. When leaders frame it in those terms, it becomes much easier to reach out and get help from their network.” 

“I’ve also seen professionals undervalue the impact they have on others,” adds Fourie. “Assuming that you have nothing to offer is a self-limiting belief, and it’s rarely true. The real value of being part of a network isn’t about being perfect. It’s about showing up consistently and honestly, and this comes more naturally to those who recognize their own worth, and what makes them interesting to other people.” 

3. Your network is your career infrastructure 

When leaders only access their network in moments of difficulty or need, they’re leaving a significant resource untapped the rest of the time. At the most strategic level, a corporate network is a long-term, full-time career infrastructure. It supports a leader’s ability to adapt, reposition, and remain relevant. It opens doors to lateral movement, advisory work, board positions, and entrepreneurial ventures. 

Just as companies diversify supply chains to manage risk, executives should diversify their relationships to future-proof their careers. What’s more, like any infrastructure, it must be maintained consistently, with foresight and care. 

Six practical strategies for building a high-impact network 

Executives often ask: Where do I even begin? Best-selling author Bob Burg presented a profound perspective on the topic when he wrote, “Networking is the cultivation of mutually beneficial, give-and-take, win/win relationships. The focus is on the ‘give’ part.” Fourie fully agrees with this statement. 

These words capture the principle that effective networking is grounded in generosity, not transaction. This becomes more evident when exploring some of the strategies that form the core of effective network-building.  

1. Map the current network 

Leaders who audit their networks, examining where relationships are concentrated by function, geography, or seniority, can quickly identify gaps and opportunities. A balanced network should provide access to diverse perspectives, reliable referrals, and trusted voices across different contexts.  

Fourie gives an example: “If I were a CFO, I’d make sure I have relationships with banks, investors, and audit firms – since they’re usually good multipliers or influencers.” 

2. Be present, be generous 

Networks grow through small, consistent actions. Leaders who congratulate peers on accomplishments, share useful insights, or make thoughtful introductions build familiarity and goodwill over time. These gestures may seem minor, but generosity compounds trust and keeps relationships warm. 

3. Personalize each relationship 

The strongest networks are rooted in human connection, not just professional exchange. Remembering details like family milestones, hobbies, or shared experiences makes interactions more authentic. These touchpoints remind others that they are seen as people, not just roles. 

“I use Outlook to make notes about every person on my network that I engage with,” says Fourie. “I revisit my notes before upcoming meetings to refresh my memories about their children, recent travels, or hobbies. I also share about my own hobbies or my family. To me, a personal comment makes a conversation lighter, and it shows interest in the person. After all, we build and value personal relationships.”  

4. Offer before you ask 

Deep, trusting connections are built on the principle of reciprocity – give and gain. Approaching conversations with curiosity about what might be valuable for the other person shifts the dynamic from transactional to collaborative. Trust grows naturally when leaders give first, by sharing knowledge, connections, or encouragement. 

5. Do your homework 

Effective networking is built on relevance. Outreach should never be generic or one-size-fits-all. Before approaching a new contact, leaders should take the time to identify a genuine point of connection, whether it’s a shared interest, a mutual acquaintance, or an aligned challenge. Without this effort, executives risk becoming just another noisy knock on the door.  

6. ​​Openness invites support 

Networks work best when they’re activated. Reaching out during times of transition or uncertainty is a mark of confidence and maturity. Leaders who clearly articulate their next steps – and what they need – are often met with support and respect, not judgment.  

The best executive networks are built before they’re needed 

“I’ve always told my son to listen to people, be curious. That’s how you create the types of connections that become a tapestry of lifelines to rely on during times of growth, change, and uncertainty. It’s no different for executives. In fact, it’s even more critical the higher you climb.” 

Carolin Fourie, Signium Germany

Strong networks aren’t built in a day, on a golf course, or from a stack of business cards. They’re built steadily, on a foundation of curiosity and generosity – and the best time to start is today.