Episode 89
The business case for Chief Networking Officers | with Kingsley Aikins
No one owns networking in most organizations—yet it drives hiring, retention, and internal mobility. Kingsley Aikins makes the case for appointing a Chief Networking Officer to embed network-building as a core business function and cultural priority.
Episode Key Takeaways
Networking is often called important but rarely treated as urgent, leaving no clear owner or accountability. Appointing a Chief Networking Officer creates structural responsibility for building internal and external networks that source talent, attract diverse candidates, and unlock internal mobility opportunities.
Half of senior executive roles at large tech companies could be filled internally if leaders knew who else worked in their organization. The absence of internal networking culture costs companies in external recruitment fees, time-to-fill, and lost institutional knowledge—yet no software solves visibility without human connection.
Quality and diversity matter far more than quantity. Research shows people with smaller, intentionally diverse networks earn more and advance faster than those with large, homogeneous contact lists; the goal is unlike-minded connections across industries and hierarchies, not electronic yellow pages.
Introverts can be better networkers than extroverts because they listen, ask questions, and give focused attention rather than scanning for someone more interesting. Reframing networking as a skill anyone can develop—not just a trait of the naturally social—removes a major barrier to participation.
Practical metrics make networking measurable and scalable: one dormant connection per month, one networking book per quarter, one introduction between colleagues per month. Multiplied across a team or organization, these small incremental shifts accumulate into significant business impact.
Frequently
Asked
Questions
What does a Chief Networking Officer actually do day-to-day?
The CNO drives culture shift from the top, establishes personal networking plans for every employee, embeds networking into job specs and KPIs, builds alumni networks, trains staff in networking skills, and runs practical initiatives like monthly dormant connection calls, book clubs, and peer introductions. Success is measured by participation metrics and business outcomes like internal placements and referral hires.
How do you measure a good network if not by size?
Audit your network using a four-tier pyramid: contacts (names you can’t remember), connections (mutual familiarity), relationships (trust and business together), and friends (people you’d call in crisis). Assess whether your network reflects the diversity of your economy and society, identify gaps in sectors or geographies, and reconnect with dormant ties—the hidden gems that often yield unexpected opportunities.
How can introverts be effective networkers?
Introverts excel at networking because they listen deeply, ask thoughtful questions, and offer genuine attention—qualities that build trust faster than extrovert charm. They approach networking with authenticity and sincerity rather than self-promotion. Reframing networking as a listening and relationship skill rather than a social performance removes the barrier many introverts feel.
Why did COVID shrink our networks and why does it matter?
During lockdown, networks contracted to close friends, family, and immediate colleagues—normal churn stopped. Opportunity typically lies at the outer rings of your network, not the inner circle. As work reopens, many people’s networking skills have atrophied and their networks remain smaller, creating a competitive disadvantage for those who rebuild first.
What's the difference between networking and sociability?
Sociability is personality; networking is a skill. You can be quiet and still be an excellent networker if you listen, remember details about people, ask good questions, and make genuine introductions. The best networkers replace the transactional mindset (what can you do for me?) with generosity (what can I do for you?) and curiosity about others’ worlds.