By Ronnie Harrington and Peter Denman
As hybrid work and digital platforms redefine the modern workplace, understanding the interplay between virtual and in-person connections has become critical for executives navigating career transitions. Experts like Ronnie Harrington and Peter Denman from Directioneering provide practical strategies and fresh perspectives on how to make networking work in today’s evolving professional landscape.
The Role of Virtual Networking: Momentum, Not a Replacement
Virtual meetings are invaluable for maintaining consistency, particularly when geographical constraints or time limitations come into play. As Ronnie Harrington puts it, “Virtual meetings allow for continuity and regular touchpoints. They’re especially useful for practicing the dynamics of virtual interviews, which are now commonplace.” From perfecting camera angles to creating an engaging background, the virtual space offers executives a way to hone skills essential for the digital hiring process.
However, Harrington cautions against relying solely on virtual networking. “If you’ve got Sydney contacts, block a day, get on a plane, and meet them face-to-face. Virtual meetings are a tool, but they shouldn’t replace the personal connections made in physical settings.” In-person interactions leave lasting impressions that often tip the scales in competitive job markets.
In-Person Connections: Grounding Yourself Professionally
Beyond the practicalities, in-person coaching and networking offer a psychological boost. “It’s about more than the session itself,” Harrington explains. “Dressing professionally, entering a corporate environment, and being part of a structured process helps individuals reconnect with their professional identity.”
Imagine an executive who has been out of the workforce for months, juggling self-doubt and uncertainty. Dressing for a coaching session in the city, stepping into an office space, and engaging in meaningful dialogue can act as a catalyst, reigniting their confidence and reminding them of their capabilities.
This structured approach also applies to networking. Executives are encouraged to set measurable goals—such as attending several meetings a week or securing two new contacts from each interaction. These practices not only build momentum but also instill a sense of control during what can otherwise feel like an overwhelming process.
Networking: A Skill, Not a Fallback
Many executives approach networking with trepidation, often citing discomfort or lack of experience. “I’ve heard it all,” says Harrington. “‘I’m not good at selling myself.’ ‘I’ve been at my company for 25 years, and opportunities have always found me.’ But the higher the role, the less likely it is to be advertised. Networking becomes about research and presenting your value proposition.”
Peter Denman reframes networking as a learned skill, not an innate talent. “Networking is about building ongoing, mutually beneficial professional relationships. It’s not about quantity—it’s about quality.” For instance, an executive might initially dismiss networking, claiming their introverted nature makes it difficult. However, as Denman notes, those who prefer one-on-one interactions often make the most effective networkers because they prioritise meaningful connections.
Virtual Meets Real: The Interview Mindset
Denman emphasises that networking isn’t just about job leads; it’s about building the skills needed for high-stakes situations like interviews. “At senior levels, decisions often come down to fine margins. Being able to show up, engage, and leave an impact within seconds can make all the difference.”
Consider a scenario where two candidates are vying for the same executive role. Both have similar resumes, but one arrives at the interview polished and practiced, effortlessly building rapport and exuding confidence. The other stumbles through small talk, appearing unsure and disconnected. As Denman explains, “Interviews are inherently judgmental, and views are formed within seconds. Starting strong and building rapport early positions you for success.”
This is where both virtual and in-person networking play a role. Practicing in a virtual setting sharpens technical and conversational skills, while in-person interactions build the confidence needed to perform in unfamiliar environments.
Reframing the Ask: Purposeful Networking
Networking often conjures images of transactional exchanges, but Harrington stresses the importance of reframing these interactions. “Networking isn’t about asking for a job—it’s about sharing your story and exploring opportunities together. Give people a sense that you’ve done your homework, have a plan, and are seeking their insights.”
For example, instead of saying, “Do you know of any openings?” an executive might approach a contact with, “I’ve been following your company’s work in renewable energy, and I’d love to hear your perspective on the skills you think will drive the next wave of innovation.”
Purposeful networking also involves leveraging second-degree connections. “The real gold often lies in your extended network—the people your contacts know,” Denman adds. A single introduction could lead to opportunities that were never publicly advertised.
Building the Habit: Consistency is Key
Both Harrington and Denman agree that successful networking requires consistent effort. “Set clear KPIs,” Harrington advises. “Aim for five meetings a week and two new contacts per conversation. Treat networking as a measurable activity, just like any other professional goal.”
This consistency creates a rhythm that builds confidence and reduces anxiety. By incorporating both virtual and in-person interactions, executives can strike a balance that leverages the strengths of each format while positioning themselves for opportunities.
A New Era of Networking
As the professional landscape evolves, so too must the approach to networking. Virtual meetings offer accessibility and continuity, but the power of face-to-face interactions remains irreplaceable. By combining the best of both worlds, executives can navigate transitions with clarity, purpose, and confidence—transforming networking from a daunting task into a strategic advantage.
Ronnie Harrington has 25 years of specialist experience in organisational change and HR management along with extensive experience in career transition counselling and executive coaching. In addition, she has first-hand knowledge of a wide range of industry sectors as noted and she has also worked with a number of government authorities and departments.
Peter Denman has been coaching since 2007 following a career in strategic marketing. He partners with senior executives, supporting them to build strategies that suit their individual needs and goals.
