Networking Unleashed: Building Profitable Connections. An Interview with Greg Weinger and Michael A Forman
- mforman521
- Sep 17
- 24 min read
📍 📍 📍 My guest is an expert in helping professionals get promoted in just 90 days. Rethink how we generate ideas by explaining why brainstorming doesn't work. And ma and master the art of dealing with distractions and interruptions without losing momentum or meaningful relationships. All the way along the way, this conversation goes beyond surface level networking.
We're talking about building influence, showing up with intention, and creating the kind of connections that don't just open doors. They help you walk through them prepared. So whether you're climbing the corporate ladder, leading a team, building your brand with this e. Or building your brand. This episode is packed with insights you can use right now.
I'd like to bring into the podcast Greg Weger and he has really an extensive background, so I'm gonna let him introduce himself and then we'll get on underway. Greg, welcome to the podcast. Thanks so much, Michael. It was really great to be here. I happy to tell you a little bit my, about my background.
I come from a really high achiever family, really. My father was surgeon, so there's really no question that, you're gonna go after it in life. And so I, I came, out of the barrel of the shotgun or the canon, whatever metaphor you want to use. And, so I was. High school valedictorian.
I was on swim team, all American swimming. I'll go to Stanford. And then, I started to hit some headwinds there and, trying to find my way a little bit. I drifted into I studied, I. Two things. I studied English and I studied computer science, and I thought, okay, I'm gonna get a job as a programmer.
And I go out into the career world and I, I tapped the brakes a little, I didn't, I saw a lot of peers going after these super high, highest level positions and, I wanted to enjoy life a little bit more. So I, I've always felt work life balance, it, however that looks for me.
But I worked in programming for a while, but, I gradually got I, I didn't love, decisions that were being made. We, I had to, I was surrounded by brilliant engineers and they're doing amazing things, and I was like I. The decision, why are we building these things?
I wanted to have some influence over that. And so I'm gonna cut to the chase. I got into management. I achieved different levels, manager, director, vp, and I was eventually on a executive team and that this is where I am now. I've. Since worked at three companies, we've grown them to like between 10 to 70 million in revenue.
We've done it multiple times, but the first one I was just, this is a luck. I was on a IPO company. So I've seen a lot of success. I've learned a ton out of that. But what that neat story doesn't tell you is the struggle that I had because it, as it turns out, I have the words for it now.
My whole life I've been an introvert. And so when I, I was so achievement oriented, I was like I'm ready to be a leader now. And I wasn't presenting as a leader. And this was just a lot of things that we think of as leadership. Didn't come naturally to me. Standing up, confrontation.
I went through a lot of anxiety dealing with confrontation at different stages in my career. And so as each I reached each level, it ratchets up the pressure. And so at each level, I had to learn new techniques and new skills along the way, including at the executive level. That was another level, and I had to do.
Even more work on myself just to give myself the tools to be able to deal with the levels of pressure at that level. So that's it in a nutshell, and that's really good. And you hit on so many points that I speak about. I. Regarding the networking communication, but the introverts versus the extroverts and the problems that go along with each of them.
And but I don't want to get into what I do, you, the way I hear that you're speaking you've conquered most of it. As you let, as you get, got that extra level, you conquered what you had to do to excel in your position. And you did it, so on and so forth. That's, and that's all wonderful.
That's great because, and at the end I'm gonna ask you what you would recommend for somebody else, but that, that's just really good. Lemme just go into some of the questions that I have for you. You teach how to get promoted in 90 days. What role does strategic networking play in making that happen fast?
It's a great, it's a great question. Maybe just start with the initial step and it can sound like a bit of a cliche, but it's really, I. The essential piece, like if you don't do this, it none of the rest really works the way you want. Especially you're trying to achieve something in 90 days and that's really to promote yourself and what that means.
It. It's really a shift in mindset. You have to act as though you already have the role that you want. And so that involves knowing what that role is and knowing, you, maybe you see examples of it, maybe you don't. And so that's one way that the networking piece comes in. But it's really more about how you show up.
It's is, there's one part of it. And the other part is the level of commitment. When you get to a place where that next promotion is what you must have and there's just no question, it's going to happen, it's going to unfold for you, whether it's in your current role or not. It just becomes part of your destiny and your future.
And that's a decision everyone can make. And I think a lot of people don't realize, and until you've had that experience, you don't realize that this is how it actually works. So that's the first step. The next step is the strategic networking, because you need to figure out a lot of things.
You need to figure out how am I being perceived? You, like you really need feedback. Is one thing. And so you wanna seek out. Mentors, other people in your role people who surround your role roles surrounding your role have lots of great information about the position that you want to be in.
And so you've got to talk to people. And so if you haven't established the network of people, it's never too late to start now is the perfect time to start. I heard this the other day, the first, what is the best time to. Plant a tree or something. That was 20 years ago. What's the second best time to plant a tree?
It's now. So you can always start and I think the easiest way is people who you see every day, people in your company, someone you can approach very easily. And then after that, LinkedIn is God's gift to networking. And, it's really, connect with people you're already connected with.
But it's also easy to get introductions and that sort of thing. And it's really, people are always open to someone coming to you and saying, Hey I could use some advice. It's really not I guess they're probably exceptions to that, but most everybody loves to do that.
They loved, you're really valuing and honoring their. Their knowledge and their experience by doing that and people like to help, right? A absolutely. Absolutely. I know when I was climbing the corporate ladder, I always had a very good feeling of what I did, but I knew intimately what my, I.
Boss did, and I knew a little bit about what his boss did. 'Cause I was always looking one to two places above me. But that's me. I'm one of those people I'm okay. I'm happy now, but I want that position, and I go on. But what you said, but building the network and it's never too late to start, and you were so right when you said LinkedIn because you have your basic network that you're, that you deal with you, you connect with them on LinkedIn and I just gave this to one of my coaching students.
I said, you know what? You have to give them a little piece of something. You are a problem solver, okay? So you have to go after, let's say a person, but give them something of value. If you're constantly giving them something of value, you'll be seeing that much more. Enough about me, you, let's go on to the next question.
Can you share a story where a single relationship or connection helped someone accelerate their career in under 90 days?
Yes, a absolutely. So this was I'll give you an example of, this is my own example of. And this is well under 90 days. So I actually, there's a book called Phil Terry has, is it's about the the job search councils. It's basically about. Not networking alone. So like when you go out on your job search it can be a really lonely experience and, if you don't have someone there to support you.
And so there there's a whole framework to it. It might be familiar with it, but. You find other people who are in that situation, and then you start interviewing people and you start asking, what can they, you just start asking about the role. It's you're learning more about that.
And so you're not just rushing into a job search. But what happened with me is I read this book, and one of the suggestions in it was, can you know, can you find the role that you want in your current job? And so I said, that seems a lot easier. Why don't I try that, just try that first and then I can go through all this whole process and, form a council and start really extensive networking.
And I went to my boss and I said I'm really I need to get to this next level. I've got I talked about life circumstances. I need to get to a different level of money, but it's also the right time for me in my career. I need to take on more responsibility. And he said at the time he was reporting to the CEO and he said let me talk to him.
And they, we had a long conversation. They met at the bar that evening and then later that night, they came to me and was like, we're gonna make it work out. So basically I asked for the role I wanted and they, there was a strong element of timing in that, but that's how cl close you might be.
You might think I might have to leave my job. It might be six to 12 months, but it could be that close. Chances are it's, that's a more rarer circumstance, but three months could be, is completely realistic and I've seen that multiple times. It's very realistic and again, going up the corporate ladder.
As you said, timing has to be right for somebody within the same job or same company. Timing has to be right. If it's not. You can do that whole search thing, but take it, let, like what you said you have to take the shot, explain to your boss or something that this is what you need and he made it work for you.
So you had that relationship with your boss, you had that relationship with the company, and obviously you were good at what you did. Otherwise they wouldn't even have given you the time of day. So all of that has to come into play. Okay. So you say brainstorming doesn't work. What's a more effective way to tap into the power of people when generating ideas?
Yeah, and to answer that, we have to think about why it doesn't work, and there's a fascinating history on that. There's a guy, a man named Alex Osborne. And so if you've ever watched the madman series think of Don Draper. That was him, his master of the universe, Madison avenue King in the 1940s, thirties, forties.
And he had developed these techniques in his agencies where he actually. He's credited with inventing brainstorming where, imagine like the madman office and smoke is swirling, maybe they're having scotches and they're just throwing out ideas. And the ideas is like for, the wilder and the, the more spontaneous this whole exercise is the more creative and fruitful the ideas become.
And it's an extremely attractive. Idea. And it's, it has just gotten so embedded in our culture. Minus the smoke and scotch anymore. But but I can't tell you how many brainstorming sessions I've been in my entire life. And the only catch edit is that they've been studying this in business schools for 40 years.
And study after study proved that it doesn't work. It's suboptimal. And one of the reasons is because. Roughly half of the people in any given room are introverts. And introverts don't do their best thinking out loud. They're actually doing their best thinking alone. Given that the time and the exercise and that's where a lot of their creativity comes up.
And so half of your people are freezing up and getting overstimulated and crowded out from thinking they're best in that situation. And then. So you, so it's, it is just suboptimal in that way. So how do you solve that? That what has been shown to work really well is to give people some homework assignments so they can go off in and come up with ideas on, on, on their own terms, on their best.
And then they come in and present them. And so the group activity is. Is triage evaluation, augmentation? There is an element of group discussion, but it's starting with much more fertile initial sets of ideas, and that actually works for extroverts too. That's why it is really is an optimal solution.
That sounds like a really good idea, and it sounds like it's a very good idea of something that if all you've done is brainstorming, when you introduce this idea, it's actually a little more clear for what you can accomplish, and I. Your opinions or whatever else that you're giving to the mass the whoever's in the brainstorming co, session you're giving a lot more to it than just the ideas that are just coming off your head.
There's a lot more thinking involved, so that's very good. Okay, so what's the difference between being seen as a go-to person? Versus just being like liked in the workplace. And how does networking influence that perception?
Yeah, that, that's a great question. First of all, I think I. A key part and I'm, I talk about introverts and introversion, but I think this has gotta go for everybody. A key part of networking is establishing personal contact. And many people are good at that. Introverts are great one-on-one.
And if you're an introvert, you can do this as well as anyone is just grab time with people who are. Who are peers in other roles and functions around the organization. And establish, it's a, there's a, there has to be, I think, to make this really effective. You want to establish a personal level of connection as well as a professional.
And what I've always done is, I think about who are really critical people to my role in the organization to get things done. And for me I've always worked in product management and so I need to know people in, in marketing. I need to know key people in sales. I need to know everyone, important in engineering.
But really, and in finance as well. It's really all the way across the company. And, but I think you can do this for whatever role you're in. Maybe you don't work with everyone in the company, but if you understand who those key people are, then you can establish that relationship. And maybe you only need to talk to 'em once every three months or some people you want to talk to monthly.
But when you sit down and talk to them and you understand what their, what's really important to them, what do they care about? Up and then you can think about what, how can you help them? And you offer that up and then you follow through. And so that, what that does is it establishes trust.
And, you can think of that as a currency. This is, you're building up a wealth of trust in your network within your company. And so then that person, when they have an issue, they're gonna come and reach out to you and talk to you because they know that they start to see, especially over time, they can count on you to help them out.
And that, that flows in both directions. And so that's really that you get seen and you actually are someone who can get things done around the organization and not just. A, a pleasant person in a room. You hit on so many points that I can just talk for an hour, just from the point that you just made.
That's how important they are. With networking there's a mantra, okay? There's know you you trust you. They'll do business with you. Now know you if you're just dealing with people in the company, they see your face, they know you. Like you that narrows down just a little bit because not everybody's gonna like you, but that trust factor is so crucial that it is a currency.
And whenever I go into a situation like that, I remember a word called FORM, family, occupation, recreation, and a message. Because I can talk to the person on any level, their family, their husband, wife, sister, brother, son, daughter, whatever, their occupation. That's your work.
You can talk to them. Recreation what does he like to do? Does he like to go boating? Does he ski? Whatever, and talk about that. So if you talk about. Anything but business and just keep it that conversation, you'll be remembered. And in the hallway or on the phone or in a meeting, they'll always know you and wave to say hello, how you doing?
And strike up a little conversation with you. So I can't go through all the points that you made, but that trust factor is so important. It is like a currency. Very good. One, one thing I just add to that is sure. You gotta really care. I can imagine people who are in the listening business.
Okay. I got the, I have asked the family and the recreation is like I. It honestly, this is what makes worth really me your work really meaningful are these relationships, and if I would encourage anyone, if you're feeling some dissatisfaction at work, this is a rich source of satisfaction in your work and adds a lot of meaning to what you do.
Thank you. Authenticity. That's the number one thing. You have to be authentic. You can't just be superficial and say okay, I have to know. You have to like your trust family. You, your wife, what does she do? You can't be phony. You can't be a phony. It's gotta be authentic. So yes, you're absolutely right.
Interruptions are everywhere. How can leaders stay connected to people while protecting their time and energy? That's, I live that day to day. I wish I found the surefire solution for that. I do think as a leader that's part of your job is that your team isn't gonna get things done unless you're out there actively watching to reduce the interruptions on them.
And, probably I. Public enemy number one is the meeting. And as a leader you have a lot of control over that. And and something to, maybe it's my workplace or the workplaces I've ever been, but, and I think, zoom and pandemic have something to do with this, but just meetings.
They will fill your entire day if you're, you don't guard against it. And there's a variety of tactics. I've never seen anything work permanently, but, it's, I would just say it's, maybe it's just like weeds. You have to always be tending to your calendar and making sure there's critical time for you, but even more, in importantly, critical time for your team to get their work done.
Because. It's really an unfair expectation to that. Everyone's gonna work every night, every weekend to make up for it. So that's keeping that work life balance, it's very important. I know on my calendar, I have a set two hours for the day that I don't allow any meeting meetings I have to get my work done.
I don't always get it done in two hours. But, it's true that you have to just. Take a little bit of time of your day so you can rethink and get your work done as well as go to all meetings. And that's one of the things in corporate world, everything's a meeting. We have to meet for this, meet for that, no time for the work.
Okay, so how do you create networking moments in environments where everyone is distracted, busy, or siloed? That's right and remote. And a lot of us, I think very large percentage of us are still remote. And so there's always a meeting or a a chat message or an email to be processing. And it, I think it's just a commitment and maybe setting goals for the week, I think I was talking about earlier about.
Who in your, who is in your network within your company. And you can bake that in by scheduling recurring meetings so it's just on the calendar every. Every month I talk to this person. Every, some people who are more critical, you might talk to them weekly. Just grab that 15 minutes.
If you don't have anything to talk to, you can cancel it. And, approach them, talk to 'em about it. Say, look, I'd love to make sure that we stay in contact. This relationship is super valuable to me. It's fun to talk to you. Let's just have something on the calendar. What's a good time for you?
And then I think widening your circle outside of your company. And so this is where I've fallen down in the past. This is something that I'm still developing in myself, which is maintaining my professional network outside of work. And it's the same thing, but maybe the timeframes are just longer.
Every six months or, every year. Make sure you talk to so and I know people do the birthday thing. I'm curious your opinion about that. It's funny I don't do that myself, but I always love it when someone sends me a text on the birthday. I was like, oh, that's nice. I see what you're doing.
And, I appreciate it. Yeah. Yeah. It, and, something it's nice, I. Corporate and the mortgage field and everything else. And I did when we're still using folders and not electronic folders but inside of every folder I had all of the information, if it was the husband or the wive's information, the birthdays the children's birthdays.
And I used to put it all on my calendar and I used to send him a card. When it was a birthday, and that was a lot of cards, but that was the time of writing cards and not sending a text message. But now it's so much easier because it's true. Just write a little text message or an email. And so I agree that I think that goes a long way.
Because the person receiving it has that little feeling that it feels good. Oh, he remembered. Oh that's very good. I actually I have an old boss, like from years ago that I text every year. That's the only time I talk to him is on his birthday and I text him Happy birthday and everything else.
He's always appreciative of it. So it's something you wanna think about? Yeah. Yeah. Agreed. Okay. So when you're aiming for a promotion, how important is it to build a strategic internal network beyond your direct manager?
It's a good question. It really depends on your situation, because one of the considerations at the outset is when you're trying to get your promotion within your company is. Will my manager support this, be neutral or un try to undermine my desire to do that. And so the example I gave earlier I had a strong relationship with my supervisor and he was supportive.
I, I had a feeling he would be a neutral, at a worse neutral to that. And it turns out he was very supportive and. I have been in situations and in my career and advised people in situations where their boss is not gonna be supportive it or might be working against 'em. And so then that's, I think, where your question was headed at, where you really do need to develop relationships with your boss's peers at best.
Even better with their boss or people at a higher level. And there are probably some good ways to do that. Some things that I've tried, it's, people in the hallways and you just start asking questions and then that can I. Once you establish a little bit of rapport and contact, then that creates some space for you to say, oh, can I put some time on your calendar?
I have a of a few questions and and then it's similar to the what I was talking about before. And in your framework, know you you, trust you, you wanna get to that trust you part. And then at a certain point, if you have, you do have. A good enough relationship with a peer where you might need to maneuver a around your supervisor.
Then you have people who believe in you and who can pass the message along or up. And, I think sometimes it's not that you wanna leapfrog your boss or something you, but it's really about what are the opportunities, are there opportunities that you see for me? That are maybe in a different department, where could you see me fitting in or doing something here?
So those are some ideas. No it's very good. And I don't know how many people right now are going to the, in that position, going to a. Going to an office where people are milling around and speaking with one another. But if they have that image of passing the person in the hall saying, I've got a question for you.
Make it an important question. Of course. But if you do that once or twice, then you can move to, can I set some time on your calendar? Because I have a few questions and if you've approached him or her, a few times in the hallway then say, oh, that's Greg. Oh, that's right. Sure. Of course. I'll make a few half an hour my, my, my calendar.
And then that's the way that you start and that's the way that you get all those other people. I. Involved. That's a very good way, and I hope anybody who's listening is paying attention because that's a very good way. If your supervisor isn't always on your side, they may work against you, which a lot may feel.
This is a way to go around that. Okay? Without you feeling like you're backstabbing. That's very good. What are some underrated networking moves professionals can make inside their own companies? We basically just discovered that, but do you have another, or inside the companies just attend the social events if, when they're there and sometimes, if you're remote, sometimes they have remote social events.
Meetings about any kind of round table discussion, any type of group that activity that's happening. I've been fortunate in recent years to have. While the company is, has a lot it's really a hybrid kind of company. A lot of the company is distributed, but we do happen to have a local office.
And so it's making use of that space to, to have the old fashioned milling around and those discussions and, and I do have to, come back to my area of interest for introverts and that can be more challenging and. There are ways of doing that in concentrated ways that maintain your energy and are authentic to you.
And it's really, the other element is a motivation. If you're understand that this is really important and if you want to accomplish something, you wanna, a promotion, you want to, or just be more effective in your job, this is a really critical piece. Those personal relationships help you so much.
Absolutely. Absolutely. Okay. What do top performers do differently in terms of relationship building and visibility that sets 'em up for fast track success?
Yeah. I think it's just the element of, so I guess the, a big part of it that I didn't realize early in my career. I intuitively fell my, found my way into developing and cultivating relationships and I intuitively, my naturally underplay my successes, my accomplishments. 'cause and I think this is common to a lot of introverts.
You, we don't love self-promotion and i've since come around to ways of understanding that, that it's, there are ways of providing visibility into the good work you're doing and especially as a leader to the work that your team is doing. And so it's really, you really need to devote a lot of time to, or just.
I guess it's not a lot of time, but just make sure that it happens. You need to make sure that you're communicating about your success and not just to your boss, but announcing them in different places because it's really, I. People should know about the good work that you and your teams and things are doing.
One, so they, that gives them more confidence in you. But two, it raises, it gives 'em the opportunity to ask questions and improve the way the organization functions. I. That's good. That's good. I'm listening to you and I'm almost imagining your ladder the ladder that you've climbed and everything else, and all your successes.
What mistake have has you, have you made that you can remember probably a big mistake and how did you overcome it? Yeah. I one. Doozy a mistake from earlier in, in my career was, I at a certain time in my career, I was leading customer projects and in the software industry, enterprise will work with a large company, a much larger company.
I, I work in smaller companies that works with. Larger companies. And so I get like all of the, the experience of working in large corporate without the day-to-day some of those minuses. But it's, but we work with very large companies and we had a software rollout where the schedule kept falling behind.
Because they're like, boy, there's, it's really we had to import the data into our software and then we had to stand up at the time was like a forum software. And boy the, it's really taken a long time to import this. It's never taken this long to import all this data before.
And, the engineers are working really hard. We were really straining to get all this data into our system. It never occurred to me, and finally we did it. All the data was in, and this is after a delay or two, three weeks. It never occurred to me that just in the same way that it was so hard to get data into our system.
When you turn the SI site live, it might struggle to, to actually work like we expected it to. So we launched, it was a spectacular fail. The software seized up. We had to turn it off. It was because, and this was. I was leading the charge on this and I froze up and so I learned a lot. Some people can stepped in and help me and we got through this, the whole thing.
But I learned so many things in, from that one. I. That one experience. And one, some are just experience of early warning signs and preparation and testing and that sort of thing because, we had some maturity issues in the company. But two is really about that when a situation comes up, it's not about you and your personal worth.
It's not about, the job you did that there's always an opportunity to lead. Even if there's been a colossal failure and there's egg on your face and everything, it's really about what do you do next? What's the next thing in the moment? And it's not about this gigantic judgment on this, the mistakes that you made.
So there's always an opportunity to move forward and lead. Absolutely. And I've learned, I listen, I've been a small business owner. I've walked, worked through corporate, and one thing I've learned, you learn so much more from your failures than you do of your successes. And, 'cause the lessons you learn from your failures really stick with you because you say, I'm never gonna do that again.
All right? But, I always felt that you learned more from your failures and your successes. Okay. So let's bring this podcast full circle. What's one mindset shift that helps people stop networking passively and start building influence intentionally?
There's a couple ways I could go on this. I'll pick one. I'll pick Elaine. One. I think it's like the, it's what's in it for you. It's really about forming that connection, that next relationship. And I just value it so much more now than I did early in the career.
I I guess it it felt to me. Networking felt like something that I should do, I had to do, and I just had, for whatever reason, I just had a bad attitude about it. And when you think about, think about the benefit you can have of making that connection with a person. I, if I go out and.
Have coffee with someone like that. It's just such a pleasure and such a joy just to sit down with another human being, especially today in the land of Zoom and enjoy coffee and just, and have a conversation. And if you can spend a half hour, 45 minutes, whatever it is it's it just adds a dimension to your life of human connection that is, is a shared moment.
Then that sticks with people, so you always have that in your memory and in the memory of that other person. And so I. It's, that's, that, that's such a gratifying thing compared to I've got to expand my influence and, as part of this, like a death march to keep improving your career.
I don't know I don't know if I've captured that well in words but there, there is, there, there's a lot of good in it for you. Is the mindset shift. Greg, you've done such a great job with these questions. It's really unbelievable. I'm so glad that you achieved the success that you've achieved.
If somebody wanted to get hold of you, what's the best way? Yeah, thank you. I have my podcast and I, it's on Substack. It's called power and Plate. I. Do substack.com just all written together. You can also reach me at Powerful introvert, all one word there, powerful introvert.substack.com.
You can see all of my podcast episodes and my content there. Very good. Very good. Greg, thank you so much for coming on the podcast. You are a great guest and I hope to talk to you soon. Yeah, it was great talking to you, Michael.
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Michael is a business networking expert specializing in enhancing professionals' networking and communication skills to drive profitability. As a leading authority in this field, he is highly sought after for his dynamic presentations and workshops. His extensive experience has consistently led to significant improvements in corporate profitability by empowering individuals and organizations to connect more effectively and efficiently.
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