How to build a professional network before you need one
You rarely notice the strength of your professional relationships on an ordinary Tuesday. You notice it when something changes at work or in your life: a reorganization, an unexpected opportunity, a move or a personal challenge that completely shifts what you need from work.
By then, it’s too late to build trust from scratch. The relationships that help us navigate those moments are usually the ones we invested in long before we needed anything.
I have spent 18 years working across industries and roles, from music public relations to talent acquisition in media, retail and technology. Along the way, I’ve learned that people who build lasting professional relationships don’t follow a complicated strategy. They are curious, consistent and don’t disappear when there is nothing in it for them.
Here is what that looks like in practice.
1. Build relationships before you need them.
The worst time to start building a network is when you already need a favor. People can tell when the only time they hear from someone is when there’s a request involved. The ask ends up doing all the work because there isn’t much of a relationship underneath it.
Staying connected does not require a formal cadence or a hidden agenda. Reach out when you see something that reminds you of someone. Congratulate them when they start a new role. Share an opportunity that fits their interests, even when there is nothing in it for you. That’s it.
2. Share your why, not just your what.
Many first conversations start with “what do you do?” The answer gives people a title and maybe a company, but not much they’ll remember.
Don’t stop there.
When you talk about your work, share what led you down your path. Why did you move from one industry to another? Why did you take that role? Why did you decide that it was the right next step?
The “what” tells people where you are today. The “why” gives them the story behind it. That’s the part they’ll remember two years later when a new role opens on their team, and your name pops into their head for a reason they can clearly articulate.
I can tell you the “what” of hundreds of people I’ve met through my work in talent acquisition. I can tell you the “why” of the ones I’ve stayed close to. Whether it’s knowing about a candidate’s motivation to relocate to Atlanta to be close to family or someone who has an affinity for cars, and a job at Cox Automotive perfectly combines their personal interests with their professional experience. The unique stories go on and on, and I’ll always remember each person’s why.
3. Don’t wait until you’re influential to be valuable.
One of the biggest misconceptions about networking is that you need a big title, years of experience or an influential role before you have something to offer.
You don’t.
The people who build strong networks aren’t always the most senior in the room. More often, they’re the people who stay curious, show genuine interest and consistently follow through.
Don’t just focus on who can help you. Focus on who you can learn from, support and stay connected with. That’s how authentic relationships are built. And those relationships often grow right alongside your career.
4. Follow the person, not the logo.
I’ve watched people build their entire network around one company. But companies change, teams reorganize, titles shift and entire industries evolve.
Stay connected to people as their careers move. A former colleague may become a client, a candidate, a mentor or a trusted source of insight years down the road. Relationships built around people tend to last longer and continue growing even when the org chart changes.
Having a network that spans companies and industries gives you a better perspective, context and opportunities you won’t find on a job board.
5. Build trust in the small moments.
Trust rarely comes from one big gesture. It grows through the small, incremental moments of follow-through: sending the introduction you offered, looking at the resume when you said you would and answering the message when there’s nothing in it for you.
Sometimes that also means being honest when the news isn’t so great. I’ve had to tell people that a role wasn’t right for them and that their resume wasn’t landing. Those conversations are uncomfortable, but specific, useful guidance shows that you take someone seriously.
Honestly doesn’t have to be harsh. Explain what’s not working, why it matters and what the person can do next. Those are the conversations that come back around years later.
6. Offer specific help.
“Let me know if I can help” is well-intentioned, but it can put the burden back on someone who is already trying to figure out what to do next. When you can, offer specific assistance instead:
- “I can introduce you to someone in this industry.”
- “Send me the resume and I’ll suggest a couple of ways to sharpen it.”
- “I know someone on that team and can share what I understand about the role.”
Specifics help generously and give the other person a clean next step. It also makes it easier for you to follow through. The people with the strongest networks aren’t treating every interaction as an opportunity to get something. They’re curious. They’re following up. They’re checking in. They’re finding small ways to show up for others without keeping score.
I’ve been on both sides of that call, which is why I keep having conversations when nothing is at stake. Not as a strategy, but because I genuinely enjoy getting to know people. I’d rather already know the people around me when it matters.
Interested in a career at Cox? Explore our job openings and join our Talent Community today.
Related Articles
The best way to learn about life at Cox? Hearing from our people! See how Cox employees bring their authentic selves to work every day and make their mark.
Read our stories
