The incredible power of good networks
“Networking is not about just connecting people. It’s about connecting people with people, people with ideas, and people with opportunities.”
Michele Jennae
When a contact recently confided that she was finding business development a real struggle, my first question to her was simple: Who do you know? Who could you reach out to for fresh ideas? Who might be willing to offer their time and perspective?
So often, the answers we need are already within our circle, so when organisations and individuals that invest in creating strong networks, the impact can be transformational.
Why networks matter for leaders
I’ve spent much of my career thinking about leadership, connection and community. Before launching On The Level, I worked in the Co-operative movement, where mutual support is hardwired into the DNA, and later at the Institute of Directors, where professional networking is regarded as indispensable. Today, through Pride in Leadership, I see every week how powerful networks can be in shaping leaders, building confidence, and driving meaningful change.
At the simplest level, leadership can be isolating. “It’s lonely at the top” is more than a cliché; it’s the reality of making tough decisions, holding ultimate accountability, and often feeling like you have nowhere to turn when you need advice or a sounding board.
Whether you’re an experienced CEO or an aspiring leader looking to take the next step, having a trusted network isn’t a nice-to-have; it’s a lifeline.
“It is strange to be known so universally and yet to be so lonely.” Albert Einstein
Recognition, visibility, even success do not automatically bring connection. For leaders, building intentional relationships is what makes the difference between isolation and a sense of belonging.
Leadership brings huge rewards, but it also comes with unique challenges. The higher up you go, the fewer peers you have inside your organisation who truly understand the pressures you face: the difficult decisions, the scrutiny, the sense that you’re always “on.”
That’s why networks play such a vital role. According to the Harvard Business Review, senior executives who engage in peer networks are more effective and more resilient, because they gain:
Perspective: A sounding board of peers outside your immediate context helping them see issues from different angles.
Learning: Exposure to others’ successes and failures accelerates their own growth.
Support: When challenges arise – from managing change to navigating conflict, or event to addressing ethical dilemmas – trusted peers can help you stay grounded and clear-headed. Sometimes just hearing how they handled it (whether that turned out to be the right or wrong way) can give you a way forward.
I’ve lost count of the times I’ve seen a leader walk into a peer learning group looking weighed down by uncertainty and walk out energised by fresh ideas and solidarity.
“Your network is your net worth.” Porter Gale
This is a truth that comes up again and again in leadership research and in my own experience working with hundreds of organisations.
The power of networks for aspiring leaders
Of course, networks aren’t just for those already in the boardroom. Aspiring leaders, especially those from under-represented backgrounds, benefit enormously from connections that build confidence and open doors.
McKinsey research consistently shows that informal networks play a critical role in progression. Yet, women, LGBTQ+ people, disabled professionals and ethnic minority colleagues often have less access to those influential relationships.
That’s part of what inspired us to launch Pride in Leadership, to create a space where LGBTQ+ leaders and aspiring leaders could connect, learn, and support each other. We’ve seen members gain promotions, join boards, find mentors, and even collaborate on projects together.
What makes a network effective?
Not all networks are created equal. The most impactful ones share a few characteristics:
Shared purpose: A clear reason to connect, whether that’s sector expertise, identity, or a common goal.
Reciprocity: The best networks are built on mutual support, not just extracting value.
Diversity of thought: Bringing together different experiences, backgrounds, and perspectives creates richer conversations.
Psychological safety: A culture of trust where people can be open about their challenges without fear of judgement.
“The currency of real networking is not greed but generosity.” Keith Ferrazzi, author of Never Eat Alone,
This ethos of giving before you get is at the heart of every great community.
One example I often point to is the kind of CEO peer groups and leadership circles that bring senior leaders together to share experiences and tackle challenges collectively. When these groups combine structured learning with confidential peer support, the results can be profound. Similarly, well-designed employee networks within organisations, when properly resourced, become powerful spaces for leadership development, connection, and belonging.
At On The Level, we help organisations create the structures that enable these connections to flourish. That might mean designing Employee Resource Groups (ERGs) that are more than a logo and a lunch, or launching and building leadership communities, like the Leaders’ Network I devised for Greater Manchester Chamber of Commerce, to drive both personal and organisational growth.
Done well, these spaces combine structured learning with confidential peer support. They also help to tackle the stubborn barriers that prevent many people from stepping into leadership roles in the first place. A respondent to the Pride in Leadership Report said that
“Through my organisation's LGBTQ+ network, I’ve been exposed to colleagues I never would have met otherwise. In one instance, meeting an LGBTQ+ colleague led to us writing a grant application and bringing others together to deliver a project.”
These stories illustrate something critical: networks don’t just help individuals feel less alone, they unlock innovation, create belonging, and support organisational performance.
However, these Employee Resource Groups need to be done properly. Other report respondents said:
“In some organisations, a network has been established but is not really given the support it requires to make a positive difference.”
"Having a network isn't enough if the organisation doesn't do anything with it. In my organisation the network appears to be largely a token thing."
How to invest in and enhance your own network
Wherever you are in your leadership journey, it’s worth reflecting on whether you have the network you need, and if not, how to build it. Here are a few practical steps:
Be intentional. Think about the types of connections that will help you grow. Do you need sector peers, mentors, or people with lived experiences different from yours?
Show up consistently. Networks thrive on relationships built over time, not transactional encounters.
Give before you get. Generosity is the currency of strong networks. Offer your insight, connections, or support without expecting anything in return.
Stay curious. Use your network to learn, not just to validate what you already know.
Final thought
At a time when many leaders are grappling with rapid change and complexity, the power of networks has never been more apparent. Whether you’re leading a team, an organisation, or a movement, you don’t have to do it alone.
If you’d like to explore how On The Level can help you build and sustain effective professional communities – from employee networks to leadership forums – please get in touch. We’d love to help you create the spaces where people grow, thrive, and lead with purpose.
