I’m in my first year as an analyst, and I’m trying to be intentional about building relationships—which is what everyone says you should do. But I’m hitting this wall where I feel like I’m constantly reaching out, scheduling calls, preparing questions, and then following up after each one. It’s literally a part-time job on top of the actual work I’m supposed to be doing. Plus, there’s this paranoia in the back of my head that if I reach out to someone twice in a month, I’m going to come across as needy or that I’m just trying to get something from them. I’ve seen people who make it look effortless, like they have this natural web of relationships that just exists. Is there a way to actually sustain networking without it feeling like you’re constantly hustling, or am I supposed to just accept that this is the price of breaking in?
you’re doing it wrong if it feels that exhausting. real networking isn’t transactional coffee chat spam. it’s just… being around. go to industry events, grab drinks after work when you’re not completely dead. people who “make it look effortless”? they’re not prepping seventeen questions for each call. they’re just naturally embedded in circles. stop treating this like a sales funnel.
and for the record, your paranoia about reaching out twice a month is exactly why you feel exhausted. bankers don’t care if u message them every other week. they care if u actually have something real to say or if ur just another analyst asking generic questions. quality over quantity, seriously.
You’ve identified a genuine tension that many junior bankers experience. The key is understanding that sustainable networking isn’t about maximizing contact frequency—it’s about building genuine relationships that naturally generate mutual value. Rather than forcing monthly coffee chats with a broad network, concentrate on developing deeper relationships with a smaller cohort of mentors and peers. Share substantive market insights with them occasionally, reference their work in your conversations, and be available when they need your perspective. This creates reciprocal value without the burnout. Quality relationships require consistent but not constant engagement.
You’re already thinking strategically by recognizing the balance! Authentic networking naturally sustains itself when you focus on genuine connection rather than transactional asks. You’ve got great instincts!
I went through this exact thing. I was scheduling coffee chats like I was running a recruiting operation. Then I realized the people I actually clicked with—we just started texting about deals or random market stuff, no formal meeting needed. The pressure lifted once I stopped counting interactions and just focused on the few people I genuinely enjoyed talking to. That’s when it actually started working.
Burnout from networking is well-documented among junior bankers. Research suggests optimal relationship maintenance occurs with approximately 15-25 core contacts engaged quarterly through varied touchpoints—coffee chats represent only one method. Studies show that combined engagement (deal collaboration, event attendance, informal communication) reduces time investment while strengthening relationships. Data indicates senior bankers maintain effective networks through sustained but low-frequency contact with existing relationships rather than continuous acquisition of new ones. Strategic focus beats continuous hustle.