Bottom Up Network Building

Sometimes wisdom is conventional because it’s correct. Occasionally, however, there is wisdom that runs against the grain. Early in my career, a colleague from another firm gave me sage advice: he advised me to build my network from the bottom up. He explained that most people try to get in contact with the most senior, influential, and notable members of an organization or ecosystem. His approach was to take just as much time to know the younger folks, the junior level analysts and entry-level managers. These are the people who will emerge as leaders in the next generation. They’re also often the same professionals who do much of the hard work with little credit.

Time is valuable, right? So why allocate a precious resource to networking with junior people?  

As it turns out, there are a number of reasons. They’re generally more accessible than the leading executives in an organization. If you’re trying to get connected with a party in your value chain, the CEO may not respond to your email. But a lower ranking professional might, especially if they are materially junior to you.

Also, bright, talented, and hard-working members of an organization often have more influence and impact than many of us think. They probably work closely with decision makers and may be willing to assess your case when more senior people would just reject you outright. 

Finally, these young star performers are likely to rise quickly in their organizations, and before you know it, they’ll be the decision makers you need to persuade, pitch, and work with. Getting to know them early and building a rapport before they climb the ladder will serve you well in the future. One day you’ll encounter the young individuals you helped, and they’ll be in a position to reciprocate. People rarely forget when you make an effort to support them at a young age.

Beyond these reasons, there are some less obvious—but equally important—benefits. Young people who are new to an industry often have as much to teach us as we have to teach them. They’re closer to formal schooling and likely have insights into the latest research and innovations. In addition, they’ve had less time to adopt negative biases that may lead many seasoned professionals astray. Younger professionals are also more apt to ask seemingly naïve but truly foundational questions; the type of questions we should be asking but feel self-conscious to broach in conversation.

The future of our profession, industry, and our individual organizations (let alone society at large) depends on the values, capabilities, and priorities of the next generation. All our work is wasted if we fail to perpetuate it beyond our finite careers. It’s the way we move forward as a society—and even as a species. There are very few things that are more gratifying and youth preserving than remaining relevant and engaged with the next generation.

I’ve benefitted from many people who thought it was worthwhile to spend time with me when I seemingly had little to offer. When exploring professional options after transitioning from medicine, several professional venture capitalists agreed to advise me. I still remember these conversations. In turn, I frequently take cold solicitations from medical professionals who want to discuss career transitions. As a result, my entire profession as an entrepreneur, scientific researcher, and venture capitalist is predicated on building my network from the bottom up.  

At Northpond Ventures, many, if not most, of our founders have never run a business. Many of our researchers are PhD and post-doctoral students. The whole practice of venture capital is to identify emerging leaders who have the potential to achieve great things. The larger and more established businesses—and the professionals running them—fall outside our domain.  

Bottom up network building isn’t as rare as it seems. Being a parent is building your network from the bottom up. So is getting to know your kids' friends. Or being a teacher or coach and spending time with the next generation of thinkers, scholars, and leaders. These are all instances in which we connect and engage with younger generations.

We live in an age of eroding hierarchies. Young professionals increasingly have greater influence. The business world is flatter, more collaborative, and more open. The days of seeing the world as controlled by a senior cabal are behind us. The most impactful businesses of the future are currently start-ups—or just concepts. Keep this in mind and invest your time in getting to know the innovators, creators, builders, and leaders of tomorrow.