Building Professional Relationships

After spending three decades in the aerospace industry, I’ve seen firsthand how crucial it is for different sectors to learn from each other. We no longer can afford to stay stuck in our own bubbles. Take the aerospace industry, for example. They’ve been looking at how car manufacturers automate their factories to improve their own processes. And those racing teams? Their ability to prototype quickly and develop at a breakneck pace is something we can all learn from to speed up our product development. It’s all about breaking down those silos and embracing new ideas from wherever we can find them. When I was leading the Scorpion Jet program, our rapid development – less than two years to develop a new aircraft – caught the attention of a company known for razors and electric shavers. They reached out to us, intrigued by our ability to iterate so quickly, telling me "you developed a new jet faster than we can develop new razors..." They wanted to learn how we managed to streamline our processes. It was quite an unexpected and fascinating experience that underscored the value of looking beyond one’s own industry can lead to significant improvements and efficiencies, even in fields as seemingly unrelated as aerospace and consumer electronics. In today’s fast-paced world, it’s more important than ever for industries to break out of their silos and look to other sectors for fresh ideas and processes. This kind of cross-industry learning not only fosters innovation but also helps stay competitive in a rapidly changing market. For instance, the aerospace industry has been taking cues from car manufacturers to improve factory automation. And the automotive companies are adopting aerospace processes for systems engineering. Meanwhile, both sectors are picking up tips from tech giants like Apple and Google to boost their electronics and software development. And at Siemens, we partner with racing teams. Why? Because their knack for rapid prototyping and fast-paced development is something we can all learn from to speed up our product development cycles. This cross-pollination of ideas is crucial as industries evolve and integrate more advanced technologies. By exploring best practices from other industries, companies can find innovative new ways to improve their processes and products. After all, how can someone think outside the box, if they are only looking in the box? If you are interested in learning more, I suggest checking out this article by my colleagues Todd Tuthill and Nand Kochhar where they take a closer look at how cross-industry learning are key to developing advanced air mobility solutions. https://lnkd.in/dK3U6pJf

How do you build a long-lasting career as a freelancer, instead of it being a stopgap or short-lived side hustle? For starters, optimize for interesting, focus on financial longevity, and diversify your offerings. Passing the decade milestone as a freelancer, I’ve identified what’s helped to sustain my interest in the work, continue to drive demand from clients, and other insights that have made self-employment a viable, rewarding path. In my latest for Fast Company, I explore lessons in building a long-term practice based on what’s proven effective for myself and other freelancers. ➤ Niche down strategically so it’s clear what you offer, the types of clients you serve, and what’s unique about your expertise. You can’t be everything for everyone, get specific instead. ➤ Consistently share your ideas publicly, whether through podcasting, a newsletter, or otherwise so clients find you based on your insightful ideas and solutions. ➤ Craft a deployable network. According to Lola Bakare, build relationships with colleagues across sectors, and when the time is right, deploy their willingness to support you. “Be very willing to not just ask for help, but surround yourself in help,” she suggests. You can’t just rely on yourself to make it happen. ➤ Secure social proof. “Over-index on social proof. Early in your career, it's essential to ensure you're being taken seriously,” advises Dorie Clark. “The best way to do this is to gather as much social proof - i.e., easily understood and verifiable symbols of your competence - as quickly as possible.” ➤ Prioritize reliability. “This doesn't mean you have to perform perfectly. It means that you need to show that you value the relationship, and have appreciation and respect for clients who've hired you. That means doing what you've committed to doing, when you've committed to do it, and ensuring open communication around that process,” says Melissa Doman, M.A. ➤ Commit to yearly growth by setting aside time annually to go in-depth on a new learning opportunity that allows you to explore a new area of your business or expand upon an existing offering. ➤ Learn from missteps. “We will all make mistakes, and in my early years, I made a costly error when I relied on a verbal agreement with a friend. That experience taught me the indispensable value of contracts. By clearly defining what our services include—and do not include—we eliminate confusion and potential disputes. It's a preventive measure that has saved me from challenging clients,” added Nicte Cuevas. ➤ Pass on misaligned work. “Many freelancers burn out by working for difficult clients at low rates and then quit. They do this because they need the work — any work. If you can help it, don’t go full-time until you have enough savings to confidently turn work down. Even better, don’t go full-time until your business is threatening to interfere with your job,” suggests Josh Garofalo. Read the article below for all the lessons in more detail. ⭐

Why principals must leave their office regularly. Principals can benefit from leaving their office for a variety of reasons. I found that by leaving my office on a routine basis, my leadership could be enhanced in many ways; here are a few top-of-mind: 1. Relationship Building - leaving the office allowed me to attend school events & functions, support staff and students with their activities, and attend essential networking functions. Building and maintaining strong relationships with staff, students, parents, and other stakeholders is vital for effective leadership and the school’s growth and success. 2. Understanding my school’s context - I would gain valuable insights by attending school events & activities, especially parent-led functions, by being visible in the carpark and cafeteria. I would move about the local community to appreciate the school’s broader context. 3. Staff Engagement - interacting with staff outside of my office fostered a positive school culture, which I found boosted staff morale. Strange, but the staff liked seeing me out and about; they felt better when I was visible in the school. It also demonstrated that as principal, I was approachable and cared. 4. Staying Connected with all staff - visiting the school’s various operational sites and talking to frontline staff gave me a much better understanding of day-to-day operations, challenges, and opportunities on the ground level. 5. Decision Making - sometimes, important decisions require a change of scenery and a break from the usual routine. Stepping away from my office helped me clear my mind and provided a fresh perspective when tackling complex problems. When they saw me roaming about the school, students thought I was getting my steps up. 6. Personal Growth - leaving the office allowed me to engage in personal learning, such as attending workshops and seminars, or engaging in recreational activities, which can help reduce stress and promote well-being. I used to try and take a 10-15 minute brisk walk around our 30-acre campus in the mid-afternoon when my eyelids were getting heavy. 7. Visibility - being visible in the community and participating in community activities enhanced the school’s reputation and branding, especially when I was active at community events and showed I was a committed local citizen. Balancing my time outside the office with my responsibilities as a leader was a struggle. While leaving the office was beneficial, it was equally important for me to maintain a strong presence and provide guidance to the school and its staff from my office as well. Finding the right balance between being in and out of the office is crucial for successful leadership. Are there any other benefits? Share your thoughts in the comment below. #principals #visibility #aspiringleaders #educationalleadership #ceo

I had lunch with an exec last week who told me, "These Gen Z employees are so disloyal. They're gone in 18 months no matter what we do." 🙄 I asked what career development they offer. "We do annual reviews," he said proudly. No wonder they're leaving. Gen Z is 2x more likely to quit over lack of development opportunities compared to Boomers. Nothing to do with "participation trophies" or "entitlement" either. It's simple economics. Boomers entered a job market where loyalty was rewarded with pensions and steady advancement. Gen Z entered a completely different reality: ‣ Company loyalty died in the 2008 recession ‣ Skills expire faster than ever before ‣ The career ladder has become a career web They're not disloyal. They're adapting to the world we created for them. When I dig into companies with high Gen Z retention, I find that they've reimagined career development for today's reality. They're offering ↳ Skills-based advancement, not just title promotions ↳ Continuous learning, not annual training ↳ Career flexibility, not rigid ladders The companies winning the talent war aren't complaining about Gen Z's expectations. They're meeting them. Because these expectations will soon be everyone's expectations. #FutureOfWork #GenZRetention #CareerDevelopment #SkillsEconomy

Diksha, I'm struggling to grow your professional network. What should I do? This is what a candidate asked. If you have the same question, keep reading... You're not alone. I receive tons of messages from people who feel hesitant or unsure about how to network effectively. If the thought of networking makes you uneasy too, here's a fresh perspective to help you embrace it with confidence: ⤷ Start with Who You Know Begin by reaching out to friends, family, and acquaintances. They can offer introductions to others in your field of interest. Remember, networking is about building genuine relationships, not just collecting contacts. ⤷ Utilize Social Media Wisely Platforms like LinkedIn are goldmines for networking. Engage with content relevant to your field, join industry groups, and don't hesitate to share your thoughts and articles. This visibility can attract potential connections who share your interests. ⤷ Attend Industry Events Whether online or in-person, events are fantastic opportunities to meet professionals in your field. Prepare an elevator pitch about yourself and your career goals to make meaningful conversations easier. ⤷ Follow Up and Stay in Touch After making a new connection, follow up with a thank you note or an email expressing your appreciation for their time. Keep the relationship warm by checking in periodically, sharing interesting articles, or congratulating them on their achievements. ⤷ Offer Value Networking is a two-way street. Think about how you can offer value to your connections, perhaps by providing insights into a shared interest or volunteering your skills for a project they're working on. Start building your network today; it's an investment in your career's future that will pay dividends for years to come. #networking #networkingtips #linkedinforcreators #interviewing

When I started working in law firms, it was hard to get feedback on my work. Senior lawyers were often busy and giving feedback wasn't always top-of-mind unless something was really wrong with what I was doing. In case it helps, here are a few things I learned to do to drive feedback discussions: 1️⃣ Generate compares Using document comparisons will show the differences between your draft and the final version that goes out to the client. It's the easiest way to show the changes your supervisor has made in both style and substance. It's also good for generating specific questions for your supervisor to answer instead of a general "is there anything I could improve?" 2️⃣ Set up post-project catch ups It's usually easiest for supervisors to give feedback after a matter (or phase in that matter) has finished, instead of when everything is still ongoing. "Hi Jane, I'm trying to get a bit more feedback on my work. Would it be okay if I set up a [15 minute] meeting for me to ask you a few questions after we send this out to the client?" 3️⃣ Ask specific questions One of the most difficult things for supervisors to do is give 'general' feedback. It's much easier (and more constructive) if you can identify a few specific areas to improve. "I felt like I had trouble juggling the different tasks on this matter. Could you walk me through your process?" "This is how I approached the task. Is there a better way you'd do it next time?" "I've looked through the compare and I wanted to ask why these changes were made." 4️⃣ Implement feedback and follow up Just as you'd like to receive constructive feedback, supervisors like to know if it's had an effect. Taking a bit of time to follow up and share how a piece of advice has worked out can motivate them to keep providing feedback in future. "Hey I just wanted to let you know that I tried out your process and it's been working a lot better now. Thanks!" Anything else you'd add? ------ Btw, if you're a junior lawyer looking for practical career advice - check out the free how-to guides on my website. You can also stay updated by sending a connection / follow. #lawyers #legalprofession #lawfirms #lawstudents

✈️ Work travel may look glamorous, but the reality? 5 AM flights. Back-to-back meetings. Days that blur between conference rooms and hotel lobbies. I’ve been to dozens of cities where I saw little more than the airport shuttle route. For years, I measured work travel by what I accomplished: presentations delivered, deals closed, boxes checked. I was missing the point entirely. Here’s what changed everything: 🤝 The magic is in the human connection. That moment when someone you’ve only known through email becomes a real person across the table. The spark that comes from working through a challenge together. The trust that builds when you’re face-to-face, whether in a boardroom or over coffee. You can’t replicate this through a screen. 🎯 Presence pays dividends. Don’t just attend. Engage. Take the extra coffee meeting. Walk the conference floor twice. Ask the question everyone else is thinking but won’t voice. Your physical presence is your competitive advantage. 🌍 Make Space for the Moment. Step outside before dinner. Find that local coffee shop. Take the scenic route back, even if it’s just five extra blocks. You’re somewhere new—honor that and get to experience the locale. Sometimes you just need to remember you’re a person, not just a professional. The relationships I value most—and the insights that shaped my career—came from being fully present. Whether in a formal presentation or an impromptu conversation, they came from showing up authentically, staying curious, and remembering that every business interaction is fundamentally human. 💬 Your move: What’s one thing you do to make work travel count? #WorkTravel #Leadership #BusinessStrategy

𝐓𝐡𝐞 𝐕𝐚𝐥𝐮𝐞 𝐨𝐟 𝐋𝐨𝐧𝐠-𝐓𝐞𝐫𝐦 𝐑𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬 𝐢𝐧 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 Recruitment is known as a fast paced industry, but there’s one part of our role as recruiters that can’t be rushed; building relationships. In my experience, creating long-term relationships with our clients, candidates, and colleagues is invaluable. Not only does this approach lead to better hiring decisions, but it also shapes careers, fuels business growth, and creates networks of trust that last for years. Here’s why long-term relationships should be the foundation of any great recruitment strategy: 𝟏. 𝐓𝐫𝐮𝐬𝐭 𝐢𝐬 𝐄𝐚𝐫𝐧𝐞𝐝 𝐎𝐯𝐞𝐫 𝐓𝐢𝐦𝐞  The best partnerships – whether with clients or candidates – aren’t built in a single conversation. They develop over time, through consistency, honesty, and delivering results. When businesses work with recruiters they trust, they gain a true partner, not just a service provider. The same applies to candidates. Many of the strongest hires come from professionals we’ve known for years and placed more than once. 𝟐. 𝐀 𝐂𝐚𝐧𝐝𝐢𝐝𝐚𝐭𝐞 𝐓𝐨𝐝𝐚𝐲 𝐂𝐨𝐮𝐥𝐝 𝐁𝐞 𝐚 𝐂𝐥𝐢𝐞𝐧𝐭 𝐓𝐨𝐦𝐨𝐫𝐫𝐨𝐰 One of the most rewarding aspects of long-term relationship-building is seeing how careers evolve. Many candidates we’ve placed early in their careers have gone on to become hiring managers or senior leaders, and when they need to build their own teams, they often return to the recruiters they trust. A single placement can turn into a lifelong professional partnership. 𝟑. 𝐒𝐭𝐫𝐨𝐧𝐠𝐞𝐫 𝐂𝐥𝐢𝐞𝐧𝐭 𝐑𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬 𝐋𝐞𝐚𝐝 𝐭𝐨 𝐁𝐞𝐭𝐭𝐞𝐫 𝐇𝐢𝐫𝐢𝐧𝐠 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬  Understanding a company’s culture, leadership style, and long-term growth strategy takes time. The deeper that understanding, the better the hires. Clients who treat recruiters as strategic partners rather than short-term vendors see the biggest return on investment – not just in speed to hire, but in quality and retention. 𝟒. 𝐂𝐚𝐧𝐝𝐢𝐝𝐚𝐭𝐞 𝐄𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞 𝐌𝐚𝐭𝐭𝐞𝐫𝐬  In today’s job market, candidates expect a personal, transparent process – one where they feel valued beyond a single application. A recruiter who stays in touch, offers advice, and provides genuine career guidance builds relationships that last. And when candidates have a great experience, they refer others, expanding the recruiter’s network even further. 𝟓. 𝐋𝐨𝐧𝐠-𝐓𝐞𝐫𝐦 𝐑𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬 𝐒𝐭𝐫𝐞𝐧𝐠𝐭𝐡𝐞𝐧 𝐘𝐨𝐮𝐫 𝐑𝐞𝐩𝐮𝐭𝐚𝐭𝐢𝐨𝐧  The recruitment industry is built on trust and reputation. The most successful recruiters are the ones known for honest, long-standing relationships that create value for both businesses and professionals over time. At the end of the day, recruitment is about people, not transactions. The strongest partnerships aren’t measured in placements but rather in careers built, businesses grown, and trust earned.

Pro tip if you want to get ahead in life: build your relationships through shared, purpose-driven activities. I’ve found that some of the most powerful relationships in my career, ones that have led to real revenue and meaningful opportunities, didn’t come from a “networking mixer.” They came from volunteering, or from being shoulder-to-shoulder with others at a philanthropic event. The FIRST article I ever read when I invented my own pasta sauce ten years ago was in the Harvard Business Review (linkedin in bio) that showed that shared activities, whether it’s volunteering, serving on a nonprofit board, or even something as simple as playing a weekly sport, create deeper and more diverse connections than traditional networking ever could. It's called the Shared Activities Principle. They unite people from different backgrounds around a common purpose, rather than clustering like-minded peers in the same echo chamber. At our dinners, we would get people to work together to create the meal, essentially inventing a container for shared activities for strangers to meet, to serve others. HBR wrote that if more than 65% of your network is made up of people you introduced yourself to, your network is probably too homogenous to bring you new ideas or opportunities. Shared activities break that pattern. When you volunteer, you’re meeting other people who also have a giving mentality. They’re givers by nature. Which means when life or business gets tough, those are the people most likely to show up for you. That’s not something you often find in a transactional cocktail-hour exchange of business cards. So here’s my invitation: Instead of another “networking event,” try joining a fundraiser, a Habitat for Humanity build, or a nonprofit board meeting. Invest your time in something that matters. You’ll not only serve a cause you care about, you’ll build a network rooted in generosity, trust, and shared purpose. For the leaders reading this, try sponsoring a volunteer day for your team. An entire day where your team still gets paid, but gets paid to do good. Bonus points if you can get folks from different teams that normally don't talk, to volunteer together. That's when cross-functional creativity, innovation, and mentorship occurs. P.S. If anybody has any ideas for volunteering in NYC, my DM's are always open. Me, Andy Ellwood, and John Vatalaro love volunteering on Saturday's at a Food Pantry in nyc, but would love so many more opportunities, please!

I hear all sorts of advice for candidates here. But here’s what almost no one tells you: that one recruiter can literally determine your entire career trajectory. …I've watched candidates get rejected for roles, only to be the first call when a similar position opened up months later... all because they built a genuine relationship with their recruiter. …I've seen recruiters switch companies and immediately hire people they'd previously connected with. …And I've witnessed candidates effectively blacklisted because they ghosted an interview or were rude during the process. In 2025’s AI-powered recruiting paradigm, every interaction is documented, tracked, and increasingly discoverable. That off-hand comment or no-show? It's in your permanent record. Here's how to build meaningful recruiter relationships that pay dividends: — Show up on time for conversations. If rescheduling is necessary, provide ample notice — Ask thoughtful questions that demonstrate genuine interest  — Express authentic enthusiasm about the opportunity — Send follow-up emails to both your recruiter and interview panel — Connect with your recruiter on LinkedIn Remember: recruiters are your advocates throughout the hiring process. While they may not control the final hiring decision, their support can make all the difference. TAKEAWAY: The recruiting world is (much) smaller than you think. Companies sometimes compare notes, especially within the same industry. Your reputation follows you. So approach each interaction not as a transaction, but as the beginning of a professional relationship that could shape your career for years to come.