INDIAN INSTITUTE OF MANAGEMENT

INDORE

MANAGING SOCIAL NETWORK

Social Network Inventory - Self Reflection

June 30, 2025

Submitted By:-

Admane Sakshi Kishor 2024PGP035

Over time, my personal and professional network has evolved organically—shaped by transitions
in location, institutions, and roles. From my undergraduate years to my current journey at IIM
Indore, each phase has left behind a different imprint on the kind of relationships I’ve built and
the people I continue to stay connected with. Today, as I reflect on the composition of my
network, I see a pattern: while I’m capable of forming purposeful, contextual ties, I tend to carry
forward only a handful of connections. This, I now realize, is both a strength and a limitation that
I’m actively trying to work through.

A pivotal moment in my networking journey was during the internship search phase. Since I was
seeking an internship through the off-campus route, I didn’t have the structured support of the
placement system. This situation required me to be proactive and strategic. I identified
individuals who had previously worked in companies or domains I was targeting—even if they
were only acquaintances or past collaborators. I approached these people intentionally, built
rapport, and created weak ties with them through personalized messages and value-driven
conversations. Many of these ties were not emotionally deep, but they served as bridges—
offering industry insights, reviewing my resume, or making referrals. One of these weak ties
eventually helped me secure my internship. This phase reinforced the idea that effective
networking does not always start from strong, long-standing relationships; sometimes, it is the
strategic formation and nurturing of weaker ties that opens real doors.

However, this sense of momentum did not quite translate when I joined Delhivery as an intern. I
was the only intern at the company during that time, which meant I didn’t have a cohort to share
experiences or bond with. Most employees were older and more experienced, and unlike my
previous organization, I found it harder to initiate conversations or build camaraderie. The
environment felt transactional—many people only engaged when there was a work-related
requirement. I felt out of place and found myself retreating into silence. I often caught myself
comparing the work culture with that of Aarti Industries, where relationships were more organic
and supportive. This comparison, along with my own reserved nature, prevented me from

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opening up. I couldn’t form many new acquaintances, and it remained a socially isolating
experience despite being professionally valuable.

In contrast, my experience at Aarti Industries, especially during my time in Bhachau, Kutch, was
entirely different. After a year of training in Vapi, I was sent to Kutch—where I was the only
female employee in the entire zone. Surprisingly, the transition wasn’t as isolating as one might
expect. Despite the gender gap, I didn’t feel excluded. My role required me to coordinate across
departments—from field operators to the Vice President level. It demanded adaptability and
communication, and I naturally developed the ability to approach conversations from the other
person’s point of interest. Rather than initiating discussions about myself, I used topics relevant
to them to start dialogue. This approach worked well in a functional setting and helped me build
respect-based professional ties even without deep emotional connections. However, I did not
carry many of these relationships forward once I left the organization, a recurring trend in how I
manage my network.

While I’ve demonstrated that I can form connections when needed, I’ve also realized that I
struggle to maintain relationships over time. I rarely initiate follow-ups, and when life moves on,
my connections tend to fade. My current network is dominated by peers at IIM Indore. Most of
my earlier friends—whether from school, coaching classes, or even the early part of college—are
no longer in close contact. My friendships today span from my undergraduate college onward.
This doesn’t mean I don’t value older relationships—it’s just that I often don’t know how to
sustain them once our contexts no longer align.

One pattern I’ve noticed is that most people in my network are quite similar to me in
background. There’s decent gender and geographical diversity—thanks to educational and
professional transitions—but educationally, the bulk of my network includes engineers or MBA
graduates. While this similarity allows for a shared language and understanding, it also restricts
the diversity of ideas I’m exposed to. I know that for true cross-functional thinking and
innovation, I need to expand the boundaries of who I interact with.

Another personal realization is that I tend to be a silent observer in group settings. Even when I
know the correct answer or have something valuable to say, I hesitate to speak. I worry that it
might not sound logical enough or be dismissed as unimportant. This tendency carries into how I

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network as well. Despite being told I’m a good listener—and many people confide in me—I
rarely share my own feelings or problems. Sometimes I feel my issues are too small, or that
sharing them would burden others. This reluctance creates a one-sided dynamic: I’m present for
others, but rarely let them be present for me.

My reluctance to ask for help is another hurdle I’m working on. I often view asking as creating a
sort of "debt." It feels more comfortable to do things independently, even if it takes more time or
effort. But I’m beginning to understand that this mindset limits the growth potential of a
network. Relationships thrive on mutual exchange—not just of ideas or favors, but of
vulnerability and trust.

In terms of network structure, I’ve historically placed all my "relational eggs in one basket"—
meaning, I’ve relied heavily on a small group of close friends or mentors. I often lack the kind of
broader exposure that’s essential for evolving in dynamic environments. Expanding this circle is
now a deliberate priority for me.

Looking ahead, I want to build a network that supports both professional goals and personal
growth. Professionally, I aim to be in roles that blend operations, strategy, and consumer insight.
Personally, I want to be surrounded by people who challenge and support me in equal measure.
For that, I’ve identified a few concrete strategies:

1. Diversify my network functionally by connecting with individuals from different

2. Re-engage weak ties by periodically checking in with people I’ve interacted with
meaningfully in the past—through LinkedIn messages, casual updates, or informal catch-
ups. These bridges, once rekindled, can open doors to industries, ideas, and roles I
haven’t considered

3. Be more open emotionally—both in one-on-one interactions and in group settings.

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 reliable colleague.

4. Make space for asking—whether it’s for feedback, help, or advice. I want to remind
myself that asking isn’t weakness—it’s an opportunity to connect, learn, and grow with
authenticity.

Looking ahead, I want to shift from being just a listener to an active participant—someone who
not only supports others but also shares, engages, and grows through meaningful and reciprocal
connections. That’s the journey I’m truly committed to now.