Why Intention Is a Networking Differentiator

Most professionals understand the value of networking.

Many also feel that it can be a minefield—especially in the early stages of their careers. Should they seek to connect with prospective peers during work, after hours, online—or a mix of all three? Should they proactively pursue connections with veterans in their field, or let things evolve organically? Should they ask for introductions or favours (and risk coming off as entitled), or take a more passive approach (and risk missing opportunities)? 

Networking can be a job in and of itself—and it’s one that few young professionals feel prepared to take on. Indeed, the 15,000 postsecondary students and recent graduates who completed a recent survey cited networking as the most valuable skill they’d need to learn before starting their careers.

Abdul-Aziz Garuba, AMBA’12, understands the struggle. Throughout Garuba’s career—which has included government, corporate and startup roles, plus a regular side gig as a Smith Business Insight webinar host—he’s gone out of his way to connect with people as thoughtfully as possible.

For instance, while studying for his undergrad accounting degree in Ottawa, he got involved in a range of activities, including student council, which he eventually came to lead as President. A few years later, as a young Black professional trying to navigate Bay Street, he joined the Canadian Association of Urban Financial Professionals to foster connections and find community. Today, as the head of finance and chief commercial officer for financing startup MortgageMarket, he’s busy forging a new professional network in Johannesburg, South Africa, where he and his wife relocated a few years ago. Two decades into his career, he’s as devoted to networking as ever: In fact, five years ago he co-founded BlackTies, a private network for high-performing Black professionals to foster authentic and productive connections.

In short, Garuba believes in taking a strategic and intentional approach to networking. In this conversation with Smith Business Insight contributor Deborah Aarts, he explains why he does so—and why it works.

How would you characterize the importance of networking on your own career?

Abdul-Aziz Garuba: It has been very instrumental for me. As an introvert and someone who was a very shy kid growing up, I had to find ways to break through certain circles into certain spaces. As a result, in the early years my networking approach was probably a little bit different than what most people would have done. I made a conscious decision to put myself in very uncomfortable places, by getting involved in clubs, councils and associations—first, just to observe, and then to figure out how to navigate those spaces.

It seems you’re drawn to formal institutions and organizations to facilitate networking. Why is that?

It gives you a structure and a framework in which to operate. For example, during my undergraduate degree I joined the school’s entrepreneurship club. They’d organize things like formal business dinners, which forced me to figure out how to have conversations with whomever I was sitting next to, or case competitions, which forced me to interact with students from other schools. These structured experiences helped to build confidence. 

What made you understand the value of a strong professional network?

As an undergraduate student, my academic transcript was average. I knew that about myself. But I also saw the value of the network I’d built in my work in student government and other extracurriculars. In fact, I could think of few people who had done as much as I had to connect with fellow students, professors, and business and industry leaders. So when I was doing my application interview for my MBA, I used the network I’d built as proof of my leadership potential. It worked.

I’ve since had several career opportunities that I never would have had access to without investing and building capability in my network. I’ve come to understand that networking is an investment, and as such you have to approach it with intention.

So you’re not a fan of winging it?

Not when it comes to networking, no. I think there’s value in being strategic—in setting a goal for what you want to achieve and thinking through how you might achieve it. It puts purpose behind your networking. It helps you ensure that if you’re going to spend time with certain people in certain spaces, you’re going to get value out of it.

But being strategic about networking isn’t just about your wants and needs. It also means understanding yourself and what you can bring to the table as well.

Why is self-awareness important? 

A relationship works two ways. A lot of the time folks think that if they’re going to be in a room with someone who can help them, they need to take advantage of the opportunity and ask for what they want: a job, an introduction, whatever it is. That can really backfire. No one’s going to help you or refer you if they don’t know you or what you’re about.

In my experience, you need to figure out what you can give to the people you’re meeting. Don’t go into a space hoping to just get something. Go in with a mindset to listen, to think about how you can add value, and only then to figure out how an ask can be brought up. Sometimes that takes time.

It also seems easier said than done, especially when you’re in a room with people with more power than you. Any advice on overcoming the intimidation factor?

What’s worked for me is a power a lot of introverts have: To listen and observe before doing anything. That helps you recognize the power dynamics in the room. Who are the people doing the most talking? Who are the subject matter experts? Who are the people with the most influence? That understanding only comes from paying attention and observing.

From there, it comes back to knowing who you are and what you bring. I’ve always been aware of the privilege of being in certain rooms, and I have never taken it for granted. But I am also a confident person. I don’t see obstacles as insurmountable, or as indictments of who I am as a person. 

Unfortunately, that’s something a lot of folks don’t necessarily feel about themselves. I see it with a lot of Black folks I’ve worked with and mentored in Canada. Too many self-select out of opportunities because they assume they are not worthy, or that participating would not be worth the time, energy or effort.

That’s why I always tell folks who might be anxious about power differences to think about what they’ve got, and about the value they can add that can unlock a room. When you do that, you can feel fully worthy talking to pretty much anyone.

Of course, networking no longer occurs in physical rooms only. How can the many technology tools available today support a networking strategy?

We’re seeing a lot of people building personal brands online and growing their networks through those brands. Think of the proliferation of business-related content creation on platforms like LinkedIn and TikTok. There’s a reason folks gravitate to people who do this. Even in the AI era, when so many things can be automated and depersonalized, people are drawn to real humans, with real expertise and experience, who can level with them. When it’s done well, that can be a powerful networking tool. 

Even though your career is now well established, your networking activities do not seem to have slowed. Why do you think it’s important to prioritize networking in the later stages of your career?

I think it’s even more crucial. I happen to be living that right now because I’ve moved to a whole new country; I do not have the networks that I spent decades building in Canada. It’s requiring the same tactical and strategic approach. One of my goals for 2026 is to be “outside” more—to expand my network here even further than what I’ve built.

But even if I hadn’t moved around the world, I think networking is really important for late-stage professionals and senior leaders. In fact, it has to become even more intentional because as you look to move into different roles—whether it’s at a different level, or a different challenge—you need to know specific people, and people need to know what you’re all about so you can be top of mind when opportunities might arise. Even if you have decades of experience, you have to be intentional about your network.