Most people treat their network like a database of names. That’s why it rarely builds their career, revenue, or impact. A network isn’t meant to be a static list, it’s meant to be an active system.
When I was in corporate, one of my bosses joked that I was “always collecting mentors.” What looked like collecting was actually design.
I intentionally kept three to five mentors in rotation at any given time, each with a distinct role to play.
Building a System, Not Just a List
The mentors I sought weren’t random connections; they were selected for the gaps they helped me close. Typically, I had:
- One who told me the brutal truth.
- One who gave me perspective I couldn’t see myself.
- One who offered tactical, “do this next” moves.
- And a couple who kept me sane when everything felt impossible.
This wasn’t luck. It was intentional architecture, a way of making sure I had the support, challenge, and guidance I needed at every stage.
Designing Your Network Like a GTM Motion
Today, I run my network with the same rigor I apply to go-to-market (GTM) strategy with CEOs:
- Map the Market: Identify the people who can change the game.
- Close the Gaps: Fill blind spots before they cost you.
- Build Repeatable Plays: Keep relationships warm before you need them.
Your GTM isn’t just about campaigns, positioning, or sales plays. It’s also about the people who accelerate your trajectory, collapsing timelines, pulling you out of the fog, and pushing you beyond what you thought was possible.
The Advisory Board Approach
Whether for revenue plans or career growth, waiting for the right people to show up is a gamble. Designing your own advisory board, intentionally choosing mentors, peers, and challengers – ensures you have the insight and support you need, when you need it.
Strong networks don’t happen by accident. They’re built with the same intentionality as strong companies. And when you treat your network like a system, not a list, it becomes a multiplier for everything you’re building.