Covve Compass is a psychometric assessment developed to explore how professionals behave in relation to networking, team collaboration, and relationship-building in the workplace. Unlike static personality tests, it captures behavioral tendencies such as how people follow up, adapt to new team dynamics, and engage socially in professional settings. Over the past year, Compass has been used across a range of industries and levels of seniority, offering a valuable lens into how different professionals engage with their networks.
In a 2024 analysis of data from 329 professionals who completed the Compass assessment, one pattern emerged. Individuals with higher job seniority demonstrated a more proactive approach to following up with new contacts. In other words, they were more likely to reach out after an initial meeting, continue the conversation, and find ways to sustain the relationship over time.
This finding contradicts a common assumption. Many believe that younger professionals or those earlier in their careers are the ones who should be doing most of the networking. They are building their reputations, seeking guidance, and exploring opportunities. Yet, the data suggests that senior professionals are more active in nurturing and maintaining networks. The question is not just what they do, but why.
Belief and Behavior: What the Research Suggests
A body of academic research offers some explanation. In a 2020 paper published in Organization Science, researchers Jiyin Cao of Stony Brook University and Edward (Ned) Smith of Northwestern University examined why higher-status individuals tend to have larger and more active professional networks. They conducted a series of seven studies involving both observational data and controlled experiments. One study analyzed responses from a 1985 national survey in the United States found that individuals with higher income, used as a proxy for status, had broader networks, but only if they believed that success stemmed from their own merit, such as hard work or ability.
Subsequent studies conducted via online panels reinforced the pattern. Participants who viewed their status as earned were significantly more likely to engage in networking behaviors, such as seeking advice or reaching out to new contacts. They believed they had something valuable to offer, and that others would likely welcome their outreach. On the other hand, individuals who attributed success to luck or external support were more hesitant to engage. The research concluded that a belief in the legitimacy of one’s status acted as a driver for networking behavior.
In parallel, a LinkedIn poll published in early 2025 under the category of Performance Management gathered contributions from over 200 HR professionals and people managers on how to network with more experienced individuals. The most endorsed strategies included having a clear value proposition, preparing before outreach, and prioritizing thoughtful follow-up. Contributors emphasized that effective networking is not about aggressive self-promotion but about creating mutual value, maintaining contact over time, and approaching relationships with clarity and intent.
From Early Habits to Senior Patterns
These perspectives help contextualize the findings from Covve Compass. Senior professionals may not network more simply because they have more experience. They may do so because they see networking as part of their professional responsibility. With increased seniority comes a stronger sense of what one brings to the table. The confidence to follow up stems not just from experience, but from the belief that the connection is mutually beneficial.
For early-career professionals, this carries a quiet but important message. The difference between building a network and sustaining one often comes down to consistency. Following up with someone after a conference, sending a brief thank-you note, or reconnecting months after a meeting are all small behaviors that accumulate over time. These actions, often overlooked, are what senior professionals practice with regularity.
And for those who are already in senior roles, the implication is just as relevant. Networks do not manage themselves. Influence, opportunities, and collaboration all flow through relationships that require care and attention. Whether leading teams, managing change, or shaping strategy, senior professionals often rely on trusted networks to get things done. That trust is built not just on what they know, but on how they maintain the relationships they have.
The Compass data does not suggest that networking belongs to any one career stage. It shows that the behaviors associated with seniority like proactive follow-up are learned, not innate. They are choices, made repeatedly, that can be adopted by anyone willing to invest in long-term, professional relationships.
Sources:
- Jiyin Cao, Edward Bishop Smith (2020) Why Do High-Status People Have Larger Social Networks? Belief in Status-Quality Coupling as a Driver of Network-Broadening Behavior and Social Network Size. Organization Science 32(1):111-132.
- How can you network effectively with more experienced professionals? Powered by AI and the LinkedIn community
- Covve Connection Compass https://covve.com/compass/
Written on 22 Jun 2025.
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