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- Career growth depends on building a network rather than relying solely on your manager's support.
- Career coach Andrea Wasserman encourages forming cross-functional relationships to enhance visibility.
- Office "influencers" shape outcomes without formal authority, making them key allies for career progress.
Many corporate professionals believe their career trajectory hinges on one person: their boss. They think: If my manager advocates for me, I'll get promoted. If not, I'm stuck.
That's a misconception because promotions rarely come from a single champion — they come from a web of relationships. These include people who shape the perception of others, pressure-test your thinking, influence decision-makers, and speak about you when you're not in the room.
If you want your career trajectory to soar this year, you should be refining your relationship strategy, starting with these five categories of people.
1. The cross-functional partner who depends on you
High performers often invest in building deep credibility within their own team and spend significant time thinking about how to impress senior leaders, but neglect peers in adjacent functional areas. This limits visibility.
I once worked with a retail marketing director who consistently exceeded her revenue targets. She assumed that would be enough for promotion, but when senior executives evaluated her readiness for a broader role, they asked, "How does she lead cross-functionally?" Her merchandising partner on another team described her as territorial and protective. This stalled her progression.
She rebuilt the relationship by scheduling monthly alignment meetings with merchandising and supply chain, asking about their margin pressures, and proactively adjusting campaign timing to reduce markdown risk. Within two quarters, her boss told her those partners started advocating for her "one company" mindset.
Cross-functional relationships create leverage because they expand who experiences your leadership. Your reputation can't grow within your silo.
2. The culture carrier
Every organization has culture carriers who are respected insiders without an HR title or the formal authority to lead culture, who set an example of acceptable norms and embody how decisions actually get made. They may not have the biggest titles, but they have credibility and context.
When a newly promoted vice president entered a financial services firm, I saw him struggle in executive meetings. His ideas were strong, but they didn't land. He later realized he was presenting a detailed analysis in a culture that valued decisive framing.
He built a relationship with a longtime chief of staff who was widely respected but rarely in the spotlight. She helped him understand the company's "operating language," which is how leaders structure arguments, how disagreement is expressed, and what signals executive readiness.
Within months, his presence shifted. He wasn't more competent than before, but he was better prepared to show up appropriately. It's critical to understand the unwritten rules so you can move inside them with greater ease.
3. The influencer without formal authority
There's often someone who shapes outcomes without owning the final vote. It may be a product manager, a program lead who briefs the executive team, or a person who controls the data that frames strategic decisions. These influencers control how far your work goes and what people think of it.
A senior operations leader once told me she was invisible in the prep work for big meetings, even though she felt she had valuable contributions to make. Instead of chasing her boss and pleading for airtime, she focused on the strategy lead, who oversaw the synthesis of updates and recommendations from various functional areas. She began sending structured summaries — three risks, three opportunities, and one recommendation — to that person ahead of key meetings. Within weeks, her language began appearing verbatim in board decks.
Rather than demanding visibility, she became indispensable to someone who already had a seat at the table. While it's tempting to chase senior leaders, don't overlook the people who shape what those leaders see.
4. The truth-teller
Feedback can be hard to get. Your boss may soften it, peers may avoid it, and direct reports may filter it, but without it, your growth will stall. You need one person who will tell you the hard truths before they cost you credibility.
A high-potential director once asked a peer she trusted, "What's one thing I do that might be hurting how I'm perceived?" The answer she got made her uncomfortable: "You over-explain when you're presenting, and it makes you sound defensive." In executive settings, brevity signals confidence, but her error never came up in a performance review.
She began practicing tighter framing. Within months, leaders described her as more decisive and executive. The issue wasn't competence — she was simply unaware of a change she needed to make.
5. The sponsor — but built through exposure, not "pick your brain" requests
Senior sponsorship doesn't start with a formal ask for mentorship or coffee dates. It happens through consistent exposure to your work and your thinking behind it.
One client assumed his boss's boss would naturally champion him, having heard through the grapevine about his analytical rigor. He delivered strong results but only showed the output, not the problem-solving process. I coached him to shift his approach and, instead of presenting only one conclusion, bring structured options: "Here are three paths, here's the tradeoff, and here's my recommendation."
The goal is to have someone who references your strategic ability in executive meetings, so you become known as "already operating at the next level."
Next steps
If you're new to your organization, introverted, or stretched thin, prioritizing several relationships may feel overwhelming. It doesn't have to be.
Start with two relationships this quarter. Replace one transactional update with a strategic conversation. Ask one person for candid feedback. Offer one cross-functional assist that wasn't required. In a hybrid work environment, it's ideal to schedule these conversations for in-person days, but it's better to make them happen remotely than not at all.
If you focus only on impressing your boss, you narrow your sphere of influence. By building these five relationships, you expand your reach. This road map will ensure that enough of the right people experience your capabilities.
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