Mastering the Art of Diagonal Networking

Contributed by The Runaway MBA

Diagonal networking. Have your heard of it?

Probably not… because I made it up several years ago. It’s a phrase that I coined after noticing a trend in networking efforts that were more and not less successful.

As I set off in my job search, I began the process of networking. Early in my career I observed that people were inherently afraid of one another. For many, the sound of the word “networking” sends chills down one’s spine. Networking has a multitude of definitions that include conversations with colleagues past and present to asking people that you may or may not know to connect on Linkedin. For me, networking meant socializing and finding ways to meet people that I did not know. With over 1,000 contacts in outlook and numerous alumni at my reach, I felt overwhelmed. Where to start? How? What would I say?

I needed to find a way to bridge this gap if I planned on being successful.

So I started to put myself out there – phone calls, coffee, and in office meetings. Each time I put myself out there I braced for the outcome. Every time I entered a situation I expected to maintain the status quo and was always surprised when I could find a good leads.

At first my success/failure ratio seemed random. I was disappointed when “close” colleagues let me down after my past favors, and surprised by the kindness of strangers. I chucked up the failed requests and conversations to other factors out of my control (i.e. company issues, bad day in the office, lack of sleep, etc). But factors that were not out of my control were not a factor. I managed to have successful interactions with people inside organizations that were falling apart and to be rejected by people in thriving organizations.

I am always looking for an angle and process to bisect around. It’s the mathematician in me ever working on how to back into a proof. Given: I want a meeting. Goal: How will I get there.

Networking Analysis

I rationalized that the odds were 10 to 1 of a first request being successful. However, I had a limited amount of time. How could I reduce the odds so that my outreach was more successful? I set off to understand the cause and effect as to why certain connections were successful.

At first I spent a lot believing that success in networking was tied to the type of relationship, perhaps friendship that exists. I found that friends were always willing to help, but they just did not know how. I soon learned that I had many helpful friends but there’s requirement that they also be useful! I really did not have the time and energy to make new friends, so I kept digging.

I then thought about instances in which I was more or less responsive and started to study instances of failure. I first thought that the connection was related to how and when I outreached a connection, but it turned out that wasn’t the cause. I was the same person to all individuals regardless of how well that I knew them.

So then I examined my experiences that were the most successful. First, I noticed that my successful interactions were with people that I was not a threat to. Second, I recognized that all of these people had either more or less than 5 years of experience than I. Third, I noticed that none of these individuals were in the same direct line of business as I; they were a part of the food system but not directly above or below me in any organization chart.

Suddenly, my ah-hah moment. Diagonal networking.

Diagonal Networking

In all instances I was not a threat to the person that I was interacting with. Namely, I was not at the same experience level and I was not within the same field. There was a diagonal movement among fields followed by more or less experience along the professional ladder. It sounded a bit strange from the onset, until started to test it out. After recognizing the connection, I developed more successful and useful relationships with my time.

Why is it a successful technique?

Networking for a job is general a matter of probability. It’s well understood that you have to spread your wings and cast a wide net.

The reality is that you have a limited amount of time. When faced with a shortage of time, it’s important to develop relationships that can be mutually beneficial for you in the future and not simply another connection on Linkedin.

The key is connecting with people with whom you are not competition. You are more likely to create value when you establish relationships with individuals outside your respective bubble. People from different specialties and areas of experience are not a threat. These are the individuals with whom you can establish complimentary relationships.

Time with them will be spent advancing and not retracting your cause. This includes the sharing of news, gossip, and potential introductions. The potential for introductions and recommendations is much higher because you are of greater value to these respective connections. You will find that the connections will be less guarded and more likely to support your success.

If networking for a job is a matter of probability, why not improve the chances of success by focusing on relationships that are more likely to lead to successful connections?