Executive Networking Guide

How leaders can build meaningful relationships that spark growth Mindset.

By Tina Post Aagaard

Networking is the ongoing practice of building meaningful, often professional, relationships that expand your awareness, stretch your thinking, and strengthen your ability to create value - both inside and outside your organization. 

Many capable leaders underinvest in networking, some because they don’t see the value, others because:

• Urgency wins over importance. The daily pace of delivery, meetings, and decisions leaves little space for the slower rhythm of conversation and curiosity.
• It feels self-serving. Some associate networking with manipulation or opportunism, forgetting that genuine networking is about exchange, not extraction.
• It feels uncomfortable. Reaching out without a concrete agenda or transaction can feel awkward, especially for leaders used to having answers or control.
• It’s intangible. The benefits of networking are long-term, indirect, and relational, which makes it easy to de-prioritize in result-driven cultures.

But in times of constant change, your next idea, solution, or opportunity may not come from your current circles. It may come from new connections, fresh conversations, and the curiosity to reach beyond your routine.

A stratetic muscle 

For executives, networking isn’t a luxury, it’s a strategic muscle.

It keeps you informed, relevant, and inspired. It connects you to perspectives you can’t see from inside your own bubble, and it positions you as someone who contributes beyond your title.

Just as importantly, networking is a practice that strengthens a growth mindset.

Every meaningful conversation is an act of learning, an opportunity to question your assumptions, see through new lenses, and stay open to being changed by what you hear.

Leaders who network well don’t collect contacts or manage stakeholders, they collect insight.
They treat every exchange as a chance to expand who they are and how they think.

That’s why networking is not a side activity, it’s a core leadership discipline in a growth mindset culture.

Internally, networking helps you:

• Understand other leaders and departments’ priorities, challenges, and opportunities
• Build alliances and trust across functions
• Strengthen collaboration and influence beyond your immediate role

Externally, it broadens your:

• Awareness of market shifts, trends, and best practices
• Access to inspiration and ideas that can elevate your organization’s performance
• Visibility as a reflective, connected, and forward-looking leader
• Perspectives that challenge and refine your thinking
• A potential renewed sense of connection, purpose, and opportunity

​In leadership and in life, your network shapes and sharpens your mindset.
Diverse, trusted relationships help you stay curious, grounded, and adaptable.

True networking isn’t about asking for favors, it’s about mutual learning, shared exploration, and staying connected in ways that nurture growth and development on both sides.

The Curious Approach

Approach networking as reflection, not job hunting or sales. You might think of your networking efforts like this: 

“I’m exploring what’s happening in the market and seeking inspiration, both for my current role and for how I can create value going forward”

This mindset signals curiosity, confidence, and generosity. It invites trust, not transaction.
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When you connect from genuine interest rather than need, people want to engage.

Reaching out with clarity

Reach out with clarity, respect, and purpose.

Email is usually best, it gives flexibility and shows respect for the other person’s time.

Each message should be personal, short, and authentic. Reference something specific that caught your interest (an article, initiative, role change, or topic).

Example:

Hi xx

I’m exploring new perspectives on (topic/industry/leadership area) and would love to hear your reflections on how you see things evolving.

I’m not looking for a job or new business just inspiration and shared learning.
Would you be open to a short virtual chat or coffee (45–60 minutes)?

Best regards, yy

Approach each conversation as a way to build mutual trust and perspective, opportunities will then follow naturally.

​Keep it light, personal, and curious. The goal is to start a conversation, not to get something.

The Art of Asking Question

​Questions are the gateway to connection and insight, and they are the backbone of great networking.
Questions signal curiosity, respect, and genuine engagement - qualities that open doors and deepen conversations.

Types of question could be:

• “What are you noticing in your field right now that excites or worries you?”
• “How did you come into your current role, and what have you learned along the way?”
• “What trends or shifts are you paying the most attention to currently?”
• “What do you see as the biggest leadership challenges in your organization?”
• “If you could redo a key project with what you know now, what would you do differently?”
• “What qualities do you believe leaders will need most in the next few years?”
• “Which organizations or people do you find most inspiring at the moment?”
• “What advice would you give someone looking to grow in (specific area)?”
• “What have you recently learned that changed how you think about your work?”

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The best questions are open, specific, and alive with curiosity. They give the other person space to think, and often reveal insight to both of you. 

Why listening matters

​Listening is the most essential part of networking. It transforms curiosity into connection.

It’s not just about using your ears while waiting to speak or ask the next question, it's about using your full attention, intuition, and empathy.
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When you listen deeply, you:

• Notice tone, energy, and what’s not being said
• Create psychological safety through your presence
• Give others the experience of being truly seen, and often, of hearing their own thinking more clearly

three levels of listening

In networking – as in leadership - listening is not passive; it’s an act of influence.
People trust and open up to those who listen well.

There are at least three levels of listening: 

1. Listening to reply – waiting for your turn to speak or confirm your view.
2. Listening to extract – focusing on what you can use or need from the conversation.
3. Listening to understand – being fully present and open to being changed by what you hear.

Aim for Level 3 much of the time. That’s where insight, trust, connections, and growth begin.

The structure of 45–60 minutes

​1. Warm-up (10 min)
Start with small talk, reconnect, share why you reached out them, comment on something current.
Restate your purpose briefly: curiosity, inspiration, reflection.

2. Their perspective (25–30 min)
Ask one or two open questions, then listen deeply.
Encourage them to talk about trends, challenges, leadership lessons, or what excites them now.
Use something they said to guide your next questions and dive deeper. 

3. Reflection & exchange (10–15 min)
Share briefly about your own situation, focus, or curiosity.
Build a bridge between what they’ve shared and your own reflections but make it brief. Then invite a thought:

“If you were in my position, what would you focus on?”
“What would you suggest I explore next?”

Potentially prepare this ahead of time so you know how much and what you want to share and why. 

4. Closing (5 min)
Thank them sincerely for their openness.
Ask if there’s anyone else they think you should talk to – or if there is anything you can do for them.
​Offer to share your reflections later or to stay in touch.

Follow-up & Reflections

After each conversation: Send a short thank-you email (just af few lines). Like:

“Thank you for your time and insights. I found our conversation inspiring and thought-provoking. I’ll take your perspectives with me as I continue exploring, and I have already.....”

If you got new contacts from your previous meeting, make sure to let them know if you’ve contacted that person. Make sure to take care of these openings as if there were important client opportunities – follow up, and report back. Like:

“Thank you so much for suggesting that I should reach out to xx. I have done so, and we now have a meeting scheduled for x-date”.  

Make brief notes for yourself:

• Key insights or takeaways
• New contacts mentioned
• Reflections or patterns emerging

After several meetings, pause and reflect:

• What themes or ideas keep appearing?
• What surprised you?
• Where did you feel most energy or connection?
• What does that tell you about where to explore next?

• What might you do differently in your next conversation?

 
Pause before your next outreach. Reflect on what you’ve learned that could shape your next dialogue.

​Networking is a lifelong leadership practice, and a way to stay awake and curious about the world beyond your own team, department, or organization.

If done with purpose it can deepen your curiosity, empathy, and worldview. 
When done with intention and presence, it doesn’t just open doors, it expands who you are.

Ask deeply. Listen fully. Reflect honestly. Connect genuinely.