In today's interconnected workplace, your ability to get things done depends heavily on people over whom you have no formal authority. Whether you're trying to secure resources for a critical project, gather expertise from different departments, or influence decisions that affect your team, success requires a well-constructed network of relationships. Authors Rob Cross and Robert Thomas discovered through their research that high performers don't just have larger networks—they have better ones.

In the HBR Guide to Managing Up and Across these authors propose that networking isn't about collecting as many contacts as possible; rather, it's about strategically building relationships that provide specific benefits needed to excel in their roles. The structured approach that they recommend will allow you to strengthen your network while reducing the time you spend maintaining it. This approach includes the steps of Analyze, De-layer, and Diversify.

Before you can optimize your network, you need to understand what you currently have. Start by creating a systematic inventory of your connections by exploring two fundamental dimensions:

1. Where your contacts are located. The goal is to develop a diverse but select web of high-quality relationships with people who hail from several different spheres and levels. Are these people are on your team, in your unit, in other parts of your organization, or external to it? Additionally, consider their hierarchical position. Are they senior executives, peers, or frontline workers?

2. What benefits they provide. Some connections offer critical information about market trends or organizational changes, while others provide expertise in areas where you lack knowledge. You'll find that certain connections offer political support and other relationships might be with informally influential people who can win support among the rank-and-file even without positional authority.

When you lack certain types of connections, you're forced to work significantly harder to achieve the same results as someone with a well-rounded network. The ultimate goal isn't to have connections everywhere but rather to ensure you have access to the specific benefits required to achieve your most important objectives.

Once you've analyzed your network, you face what might feel like an uncomfortable but necessary task: making tough decisions about which relationships to back away from. High performers regularly prune their networks by:

• Eliminating energy-draining relationships that involve complaint sessions or demand excessive amounts of your time without reciprocating value.
• Minimizing contact with people who offer benefits that others in your network already provide.

This de-layering process can feel uncomfortable. The authors provide specific techniques for professionally de-layering relationships without creating conflict or resentment.

1. Gradually increase your response time to non-urgent requests from low-value connections.
2. Redirect people to others who might better serve their needs.

Here's how a conversation might unfold when someone seeks advice about de-layering a draining relationship:

• Victoria: Ryan, I need your advice. Dan keeps scheduling hour-long lunches every week to complain about management decisions, and I'm exhausted afterward. But I don't want to damage our working relationship.
• Ryan: I understand completely. How valuable is the information he's sharing during these sessions?
• Victoria: Honestly? It's mostly the same complaints I hear in team meetings. He just wants to vent, and I end up feeling drained for the rest of the day.
• Ryan: Then it's time to strategically back away. Start by delaying your responses to his lunch invitations by a few days, then suggest quarterly catch-ups instead of weekly ones.
• Victoria: Won't he notice I'm avoiding him?
• Ryan: You're not avoiding him—you're being strategic with your time. When he asks, you can truthfully say your schedule has gotten tighter. You could also redirect him by saying, "Have you talked to Jessica about this? She's really good with these organizational dynamics."
• Victoria: That's brilliant. I'm still being professional, but I'm protecting my energy for relationships that actually help me grow.

This dialogue illustrates how de-layering isn't about being cruel or burning bridges—it's about making conscious choices to invest your limited time in relationships that provide genuine value while maintaining professionalism with those you're backing away from.

With the bandwidth you've freed through de-layering, you can now turn your attention to diversifying your network to fill critical gaps. Start by articulating three business goals you plan to achieve this year. Next, list the people who could help you reach these goals and specifically identify how they could contribute—whether through their expertise in emerging technologies, their control over budget resources, or their political support with senior leadership. This exercise transforms networking from a vague social activity into a strategic business practice with measurable outcomes.

Building new strategic relationships requires both intentional effort and genuine value exchange. You cannot simply reach out to people when you need something; rather, you must invest in relationships well before you need them. Successful network diversification follows predictable patterns.

1. Identify potential connections who operate in spheres different from your own. This could be someone in a different function, geography, or level of the organization.
2. Approach them with genuine curiosity about their work and challenges. This is about seeking first to understand before being understood.
3. Look for ways to provide value first. This could involve sharing relevant information, making useful introductions, or offering assistance with their initiatives.

While these initial investments often feel one-sided, they create a foundation of reciprocity that becomes invaluable over time.

In the upcoming practice sessions, you'll apply these network optimization techniques in realistic scenarios. These interactive exercises will help you transform networking from a time-consuming obligation into a strategic tool that amplifies your effectiveness as a people manager.