The hidden power of superconnectors revealed
The idea of networking often conjures images of crowded rooms, forced small talk, and a relentless focus on self-promotion—an exhausting ritual most people avoid. Yet a quieter, more effective approach exists: becoming a “superconnector.”
Superconnectors stand apart from typical networkers.
They aren’t just people with large contact lists. These individuals actively create value by introducing others, often without expecting anything in return. Unlike traditional networking, which can feel transactional, this approach is built on authentic relationships.
David Siegel, CEO of Meetup, draws a clear distinction. “Networking is very self-focused,” he said. “It’s about ego, it’s about yourself.” Superconnecting, however, “is just being a good human.” The goal isn’t to collect business cards but to build relationships that help everyone involved.
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The benefits for superconnectors aren’t immediate. Instead, they accumulate long-term goodwill. “People remember who made that introduction,” Siegel said. The act becomes a form of professional generosity—one that often returns in unexpected ways.
Jim McCarthy, president of crisis management firm CounterPoint Strategies, describes superconnectors as people who “connect others simply because they enjoy it.” These introductions can lead to unforeseen opportunities, he said, because they’re made without a hidden agenda.
Certain personalities naturally gravitate toward this role. Mild extroversion helps, as does a genuine curiosity about people. But the most effective superconnectors share key traits: they maintain loose ties—acquaintances they trust but don’t interact with daily—and they work in fields where relationships drive success, such as venture capital or public relations.
McCarthy points to his grandfather, Thomas J. Deegan, a mid-century PR executive who worked with New York power broker Robert Moses and represented the Duke of Windsor. Deegan’s ability to bring people together wasn’t just about access; it was about creating opportunities for collaboration. “You don’t know what the outcome is going to be,” McCarthy said. “But you can set the stage for it to happen.”
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Becoming a superconnector doesn’t require decades of experience or a high-profile career. Siegel, who teaches a graduate management course at Columbia University, suggests a simple starting point: “Ask for advice.” The question, he said, is “incredibly effective in building relationships.” It shifts the interaction from transactional to collaborative, making the other person feel valued.
Ken Langone, the billionaire philanthropist and early investor in Home Depot, is another example. While his business success is well-known, McCarthy said Langone’s real strength is his ability to “bring people together in meaningful ways” across diverse fields—from medicine to finance to geopolitics.
Jessica Matthews, a Nigerian-American engineer and venture capitalist, became a superconnector almost by accident. After inventing Soccket—a soccer ball that stores kinetic energy to power lights—she gained visibility through the Clinton Global Initiative and a trip to Tanzania with former President Barack Obama. Her success opened doors to circles where her ability to connect people became as valuable as her technical expertise.
Kevin Ryan, founder of AlleyCorp and chairman of Meetup, demonstrates how this role can shape entire industries. Siegel recounted how Ryan facilitated Meetup’s acquisition by AlleyCorp after WeWork’s struggles. “I reached out to him when we were looking to sell,” Siegel said. “He made some recommendations, we stayed in touch, and eventually he arranged the deal.”
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Not all superconnectors follow the same pattern. Some work quietly behind the scenes. Others gain influence through high-profile achievements. What unites them is a willingness to invest time in others without expecting an immediate return.
The rise of digital platforms has also transformed how these connections form. While some thrive in person, others build vast networks online. Social media can expand their reach, but the core principle remains unchanged: creating value for others.
There’s no single path to becoming a superconnector, but the most effective ones don’t set out to be one. They focus on helping others, and the connections follow. The real measure isn’t how many people they know, but how many they’ve helped—and how often those people remember who made it possible.
For those interested in adopting this approach, the advice is straightforward: listen more than you talk, ask meaningful questions, and look for ways to bridge gaps between people. The rest tends to unfold naturally.
