Networking is recognized as an important means of achieving career and personal development, but the move towards segregation with the rise of women-only groups is counterproductive, argues Lee Higgins of Diverse Talent Networks.

Women are powerful networkers. A 2023 study found that 94% of women above the executive level felt confident in the power of their networks to “support or advance” their careers and that 80% of these women use networks to secure paid board and c-suite positions, too who negotiate for a higher salary.

It is widely accepted that networking is an incredibly powerful tool for career development and business success. It’s not a new phenomenon, but it has changed significantly in delivery. The focus of this is to look at how useful women-only networks are. We have seen an increase in women’s networking groups in recent years. They provide access to resources that many may have difficulty obtaining and connections to people with similar challenges.

By working in a diverse network environment, we at DTN are aware of many conversations that do not reach the wider business world. A conversation we hear time and time again is that although networking is often a new way of recruiting, both senior and junior women in organizations find themselves fighting against segregation. By this they are referring to networks led only by women.

There is clear value in women-only networks, but they are not the answer to ensuring equality by women progressing in their careers in the same way as men. They reinforce gender segregation, which is unhelpful. Many of the older women in organizations that DTN works with know that networking must go beyond gender boundaries for real career development. Exploring the real reasons behind this reluctance in organizations to change is important. Women-focused events, mentorships and professional organizations can be brilliant avenues for women to connect and advance their careers but they are not enough. It’s up to CEOs and leaders to ensure that gender doesn’t muddy the waters of inclusion and diversity as they advance careers and hire talent.

Many women we have spoken to have worked hard and believed that the world is a meritocracy and that by keeping your head down and working hard, you will win. Unfortunately, the women (and men) at the top of their organizations will tell you that while that kind of commitment is needed, it won’t necessarily develop you. Really, it’s always who you know and the relationships you nurture.

What we hear from women in terms of networking and preferences is that mixed networking is key to their development. A senior woman in a large organization said to me, “Why would I want to be in a room with only women? Communicating with men is very different from women. It often requires different skills. The more exposure women have to mixed networking, the better so they can improve this skill.” Women often feel uncomfortable in mixed networking situations. Not being listened to is often mentioned as the top of the criticism, the danger is that they then return to what is comfortable and for many it is networks that are only women.

Another study found that in the UK, women hold about a quarter (25.1%) of senior executive or leadership roles. That number is up slightly from 24% in 2022 and 23% in 2021. This means that equality and equity when it comes to women in leadership roles still has a long way to go. Networking is the key to changing this and that is why we need to be careful in how we do it. Networking looks very different than it has historically. It’s still there as a way to introduce people, to facilitate marketing in some cases and to connect but the way it’s done is different.

We work with law, finance and large companies. Removing the hiring strategies that hold organizations back when it comes to diversity and inclusion is critical. The zeitgeist is to take networking away from the traditional arenas of the pub and the golf course and look at modern types of networking that are inclusive. These strategies include finding out which members of the organization can act as advocates, mentors and sponsors and who we believe inside or outside the organization can make a difference to the other. We all need allies and those allies should not be gender specific.

Cross-functional networking sessions are a good example of ensuring that gender bias is less likely. These are often less informal gatherings of a group of people but rather an opportunity for leaders to organize a structured networking event that brings together diverse employees across roles and departments. A framework for these events helps mitigate the tendency for sex to naturally cluster. This type of structured but perhaps more informal networking on a one-to-one basis can work very well as you expand your DEI network.

What does non-gender specific networking actually look like? It’s about creating inclusive spaces where people of all genders can connect, share ideas and build professional relationships without gender bias or barriers. It’s about thinking about communication in a non-gender-specific way, so think about neutral language. It is to ensure that events and spaces represent all genders, that one gender does not dominate the discussion, and that topics are inclusive and not skewed one way or the other. I started DTN to include everyone in the networks because I kept hearing that diversity, equity and inclusion initiatives had ironically become more about exclusion.

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