There are solid reasons why women’s networks are growing. They provide indiv–duals connections to others facing similar issues and access to services that many would find difficult to get. Forward-thinking businesses are beginning to create internal networks focused on women in an effort to provide the same benefits to their own workforce. Is it really worth it, though?

Women look for specialized networks to advance both their personal and professional lives.

There are women’s networks in business, technology, entrepreneurship, healthcare, media, and other fields. First, let’s examine the significance of female-centered networks. Upon examining labor statistics and networking studies, it quickly becomes evident that:

First off, women now make up slightly under 47% of the labor force worldwide. 72% of males are in this category, and men make up the bulk of those in business. Women only occupy 33% of leadership positions globally. In the field of technology, which is shaping our world more and more, women only make up roughly 26.7% of the workforce.

Even if these issues may be resolved, a significant obstacle may be that most businesses and organizations don’t take into account the ways in which women and men operate and network differently. Everything about our professional environment, including networking, is geared for guys. Women’s networks are a component of the transformation that is just now beginning to be recognized and implemented. Let’s take a brief look at the differences between men and women to have a better understanding.

Disparities in networking approaches: a scientific case

Thankfully, specific study has been conducted about the differences in networking techniques between men and women. In order to determine the kinds of networks that foster success, Brian Uzzi, a professor of leadership and organizational change at the American Kellogg School of Management, examined more than 4,5 million emails from 728 MBA graduates—75% of whom were males and 25% of whom were women.

people discussing at a table

It seems that women are more successful on diverse networks than males. Picture: Headway

talks, negotiations, and meetings

According to Uzzi, male MBA students who had a wide (very wide) network fared the best in the job market, landing positions with more responsibility and income. Individual qualities like exam scores, professional experience, or GPA become less important in a network like that.

The lowest paid and most powerful women were those who networked like males, emphasizing centrality above quality.

The lowest paid and most powerful women were those who networked like males, emphasizing centrality above quality.

Three kinds of networks for women

Having recognized that women often need distinct networking requirements to flourish, what better venue to provide that than a women’s network?

In general, women’s networks come in three varieties, each with special advantages:

  • networks of women in comparable roles that enable their members to exchange tactics (e.g. leaders-level communities, women-only networks)
  • networks of varied women that provide the chance to interact with women who are different from themselves yet may be advantageous politically or monetarily (e.g., mentorship programs or professional networks such as the female factor)
  • networks that provide its members access to resources (like a financial community for women) that they may otherwise find difficult to get

Most networks will be a combination of two or perhaps all three of those types, however others may fit neatly into only one. Most likely a combination of the first two, internal firm networks encourage communication and a robust network among their own staff members.

The three C’s for achievement

Even if networks are amazing on their own, they are insufficient. Women should concentrate on the three Cs in order to maximize their potential: in addition to having (1) network connections, women must also possess (2) competence and (3) confidence. Keep an eye out for the three Cs of success when you join a network.

“Beyond the connections of a network, women must also have the capacity and the confidence to reach their full potential.” –

Cup with "the future is female" written on it

Make sure you observe the three C’s of success when you join a network. Picture: Cowomen

Women’s networks are only likely to have the long-lasting effect required to achieve global female empowerment if they include activities that enhance connections, confidence, and (professional or personal) competencies. After all, we may need to reconsider networking in general.

Why there is no doubting the significance of women’s networks

Women’s networks eventually play a critical role in promoting equality and, ultimately, reducing the gender leadership gap. According to Brian Uzzi, the research indicates that women have more difficulties when it comes to using networking to locate professional chances. Women are more likely than males to need to maintain both large networks and knowledgeable inner circles in order to get the finest jobs.

Women’s networks also prioritize quality over number, which is an important tactic for building a trustworthy, safe network. Joining a women’s network personally requires going outside of one’s comfort zone and interacting with new individuals from diverse backgrounds. This may lead to significant, long-lasting connections as well as a significant increase in self-assurance and competence.

Facilitating female workers’ access to inclusive women networks is seen as an inclusive measure at the corporate level and is comforting. It also functions as a confidence booster and provides a secure environment for networking and information exchange. It demonstrates to female workers that advancement in both their personal and professional lives is valued and that inclusion and equality are fostered.

We would be pleased to work with you if you are now considering your choices for establishing or growing an internal female-centered network, or if you would want to collaborate with an already-existing one in order to empower and retain your own female staff.