Networking tips backed by research.

1. Value your weak ties

Sociologist Mark Granovetter found that useful information about new opportunities often reaches people through acquaintances rather than close friends, because acquaintances move in different circles and hear different news.

A large-scale study published in Science in 2022, based on LinkedIn experiments involving around 20 million people, found that moderately weak ties were the most likely to be associated with job mobility.

Put it into practice

• Reconnect with former colleagues and people you met once at an event.
• Make introductions easy: share your details in one step so a brief meeting becomes a lasting connection.

Sources: Granovetter, M. S. (1973). The Strength of Weak Ties. American Journal of Sociology, 78(6), 1360–1380.; Rajkumar, K., Saint-Jacques, G., Bojinov, I., Brynjolfsson, E. & Aral, S. (2022). A causal test of the strength of weak ties. Science, 377(6612), 1304–1310.

2. Connect different groups

Ronald Burt's research on managers found that people whose networks spanned otherwise separate groups — what he called “structural holes” — were more likely to have their ideas judged as valuable.

Put it into practice

• Attend events outside your usual sector at least once a quarter.
• Introduce two contacts who could help each other.

Sources: Burt, R. S. (2004). Structural Holes and Good Ideas. American Journal of Sociology, 110(2), 349–399.

3. Follow up within 24 hours

Hermann Ebbinghaus's classic memory experiments showed that newly learned information is forgotten quickly unless it is revisited. A prompt follow-up helps both of you remember the conversation.

Put it into practice

• Send a short, specific message the same day: where you met and one detail you discussed.
• Save new contacts immediately rather than collecting paper cards to sort later.

Sources: Ebbinghaus, H. (1885/1913). Memory: A Contribution to Experimental Psychology (English translation, public domain).

4. Reframe networking around learning and giving

Research summarised in Harvard Business Review by Tiziana Casciaro, Francesca Gino and Maryam Kouchaki found that many professionals feel uncomfortable networking for self-interested reasons — and network less as a result. Focusing on what you can learn, shared interests and what you can offer made networking feel more authentic.

Adam Grant's research on “givers” found that people who help others generously can be among the most successful — provided they also protect their own time and goals.

Put it into practice

• Go into each conversation with one question you genuinely want answered.
• Offer something useful first: an article, an introduction or feedback.

Sources: Casciaro, T., Gino, F. & Kouchaki, M. (2016). Learn to Love Networking. Harvard Business Review, May 2016.; Grant, A. (2013). Give and Take: A Revolutionary Approach to Success. Viking.

5. Keep your core network manageable

Anthropologist Robin Dunbar proposed that people can maintain a limited number of stable relationships — around 150. You can know many more people, but you can only actively keep up with a smaller circle.

Put it into practice

• Decide who your top 50 relationships are and schedule regular contact with them.
• Use a profile that stays up to date so contacts can always reach you without you having to send updates.

Sources: Dunbar, R. I. M. (1992). Neocortex size as a constraint on group size in primates. Journal of Human Evolution, 22(6), 469–493.

6. Stay visible with light, regular contact

Robert Zajonc's work on the “mere exposure effect” showed that repeated exposure to something tends to increase how much people like it. In networking terms, occasional, relevant contact keeps relationships warm.

Put it into practice

• Share a useful update with your network every few weeks.
• Comment on contacts' news and milestones.

Sources: Zajonc, R. B. (1968). Attitudinal effects of mere exposure. Journal of Personality and Social Psychology, 9(2, Pt. 2), 1–27.