Harvard Business Review LogoJuly 1, 2026Kelvin Murray/Getty ImagesAspiring leaders and high-potential professionals often prioritize building relationships with senior leaders, assuming visibility at the top drives advancement. But research on organizationalAmbitious professionals are often encouraged to focus their relationship-building upward—to gain visibility with senior leaders, build connections with influential executives, and find a powerful sponsor. After all, senior leaders hold influence over promotions, strategic projects, and career-defining opportunities. But relying solely on these connections can limit talented professionals.
Aspiring Leaders, Don’t Just Network Up
Aspiring leaders and high-potential professionals often prioritize building relationships with senior leaders, assuming visibility at the top drives advancement. But research on organizational networks suggests that reputation and influence depend more on how individuals are perceived across a broader set of relationships. In interconnected, matrixed organizations, peers, team members, and cross-functional stakeholders shape credibility through everyday interactions and informal conversations. Overemphasizing relationships at the top can create an imbalance: strong advocacy from senior leaders but weakened trust among close collaborators. This can result in visibility without credibility, limiting long-term progress. A more effective approach is to view networks in three dimensions—vertical, horizontal, and external—and ensure alignment across them. Career advancement depends not on proximity to power alone, but on a consistent reputation built through trust, collaboration, and credibility across the entire network.
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