Expertise, prosocial behaviour, and authentic help-seeking: Re-thinking networking in professional contexts (ENG)

Introduction 

Professional networking is frequently associated with self-interest and strategic exchange. However, emerging research suggests that the most effective networks are built not on transactional motives but on expertise, generosity, and shared values. Expertise and authentic human connection play a central role in shaping professional opportunities.

Thanks to Adam Grant’s interview in WorkLife by Molly Graham [1], this article synthesises elements on how individuals build influence through expertise, adopt deeper relational mindsets, and leverage helping behaviours – both giving and requesting help – to strengthen their networks. 

We also examine gendered disparities in “office housework” and discuss structured reciprocity mechanisms such as the Reciprocity Ring. Practical recommendations are proposed to foster sustainable, value-driven networking practices.

 

Discussion

 

1. Expertise as Catalyst for Network Formation

Expertise is a powerful predictor of network growth. Studies in hospital settings show that radiologists who excelled at their work formed more new connections over nine months and occupied more central positions in organiza-tional networks [1,2]. 

Expertise provides:

• Credibility: People naturally seek out “mavens” for guidance.
• Reciprocity potential: Knowledge-sharing fosters mutual benefit.
• Network magnetism: Individuals value having experts to consult—whether for buying a car, planning international travel, or proofreading important doc-uments.
 

Thus, who you know tomorrow depends in part on what you know today. Expertise gives others a reason to include you in their networks.

 

2. Relational Mindsets: From Transactional Meaningful Connections

There are four mindsets that shape how individuals approach networking as shown in Table 1. The highest form of connection emerges when individuals share a broader mission or worldview, creating durable, value-driven relationships.

 

3. Helping as a Mechanism for Network Development

 

a) The Power of Giving

Adam Grant (2019) highlighted that givers— those who help without expecting immediate returns—build stronger reputations and more resilient networks than takers (who burn bridges with their selfishness) or matchers (who trade favors quid pro quo and come across as pretty transactional because they keep score). 

A number of studies show that people who give more than they get earn more status and social capital. But they actually care, they don’t give to get something. Besides, helping others solve work-related problems enhances one’s own performance by providing practice in problem-solving and generating new insights.
 

b) Risks and Gendered Inequities

Helping is not universally beneficial. There are certain ways that becoming a big helper can backfire, especially for women. Women receive 44% more requests for “thankless tasks” such as note-taking or event planning and face stronger penalties when declining [1]. 

These tasks rarely contribute to skill development, making them detrimental to career progression. Women also feel more pressure to say yes, and they get penalized more if they say no, because it violates gender stereotypes of women as caring. The boundary condition is clear: helping is beneficial when it involves learning; it becomes costly when it does not.

 

c) The limits of emotional support 

Task-related helping fosters learning, but emotional venting (“my boss sucks”) is cognitively draining and narrows problem-solving capacity. Emotional labor does not strengthen networks in the same way. Helping others with task-related problems gives you practice at problem-solving. 

But there is a wrinkle: those benefits don't apply to a different kind of help: giving emotional support. When people are venting, it could narrow the way that we think about problems, it doesn't allow to learn.

 

4. Help-seeking as a Strategy for Network Expansion

 

a) Authentic Requests

Asking for help can deepen networks when done sincerely. Emphasizing why the request matters – rather than what the other person gains – makes the interaction meaningful and energizing. 

Seeking advice is one of the best ways to recruit an advocate. It makes people feel important and it makes you look smart. With one important caveat: the ask needs to be authentic.

 

b) The Reciprocity Ring

The Reciprocity Ring - created by sociologist Wayne Baker [3] - operationalizes collective generosity. Participants articulate a need they cannot meet alone, and others mobilize their knowledge and net-works to help. 

This structure:

• Encourages prosocial behaviour
• Reveals hidden resources
• Builds lasting community ties

Organizing such an exercise can create a culture of generosity that extends beyond the event itself.

 

5. Strategies for Effective Outreach and Reconnection

 

a) Capturing Attention (Reif Hoffman's Principles)

When reaching out to strangers:

• Clarify your purpose: Be specific about why you are contacting them.
• Offer value: Frame the interaction as a collaboration, not a request.
• Avoid premature intensity: Proposing a major project too early can feel intrusive.
 

b) Reconnecting

When re-establishing contact, remind the person of what you valued in past interactions and explain what brings you back to them now.
 

c) Expressing Gratitude

Sending a thank-you note promptly – ideally within an hour – reinforces the relationship and demonstrates professionalism. Sharing how their advice helped you strengthen the connection.

 

Conclusion

Networking is most effective when grounded in expertise, authenticity, and generosity. Moving beyond transactional exchanges toward meaningful, value-driven relationships fosters stronger, more sustainable networks. Helping others – and asking for help sincerely – creates opportunities for learning, collaboration, and long-term professional growth.

 

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C. Hallet is a Senior Talent Manager at Strand. She oversees Talent Development at Strand, including HR processes development and implementation for performance management, coaching, individual development plans, defining career paths, mentoring and onboarding programs, among others.

 

References

[1] Networking for people who hate networking, WorkLife Episode with Adam Grant, WorkLife with Molly Graham, TED, March 2019.
[2] Grant Adam, Give and Take: Why helping others drives our success, Weidenfeld & Nicolson, 2014.
[3] Backer Wayne, All you have to do is ask: Howto master the most important skill for success, Crown, 2020.
 

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