Navigating the Networking Labyrinth in the UN
Networking in the UN isn’t just about making contacts; it’s about making the right contacts in the right way. In a system as vast, layered, and politically charged as the UN, networking is a skill — one that can open doors to job opportunities, partnerships, collaborations, project work, and sales. But getting it wrong can close those doors just as fast (not to worry, not for that long — the UN also has a short memory unless it’s a political gaffe). Whether you’re looking to land a role, pitch a project, or make your way into collaborative work, this post will break down some of the essentials of how to play the game right. The more detailed Undiplomatiq Guide on how these strategies play out and how to navigate these networks will be released at a later date.
The stakes can be high, but with the right approach, the payoff can be even higher (that’s why we are networking in the UN, right?!). Here’s how to get strategic about networking in the UN.
A few quick words on why networking is different in the UN than in many other institutions and more specifically across sectors.
1/ The UN is considered the helm of the non-profit sector: True or not, UN workers feel as though they are at the top of a pyramid of a mass of efforts, resources and people that make up the non-profit sector. Because of their political status, their negotiating power (and yes, this is up for debate) and the resources they wield, the people in the UN can’t imagine something higher. Again, whether its true or not is of less importance. What matters is that this plays at the forefront or background of one of the people you’re trying to reach.
2/ The UN has quite a specific culture. That means that when you reach out to someone in the UN, you need to understand how it differentiates from the typical public sector, the private sector (more obvious), academia and the other NGOs/IGOs.
3/ YThe Ego Factor: Power, Prestige, and P5s: UN staffers, particularly at higher levels, often come with massive egos fueled by their perceived global influence and elite status. High-ranking officials (especially those from P5 countries — the permanent members of the Security Council) often believe they’re at the top of the world’s hierarchy. Networking with them isn’t just about navigating bureaucracy; it’s about managing personalities that are used to being revered, whether or not they’re producing impactful results. To connect effectively, you have to acknowledge these dynamics and make your approach reflect their sense of stature — flattery and indirect influence are almost mandatory.
4/ Insiders vs. Outsiders: A Closed Club Culture: The UN is notoriously insular, with a strong “insiders club” mentality. It’s a system that favors those who are already within, making it difficult for newcomers to break in. Many positions, projects, and partnerships are filled or formed based on internal networks and relationships that have been nurtured over years, rather than merit. As an outsider, you’re likely to find doors closed unless you’re able to demonstrate alignment with the “UN way” and gain an insider sponsor. Building these connections is a long game, as people need to see you as one of them before they’re willing to fully engage.
5/ The Stagnation Dynamic: Inertia Meets Job Security: The UN has one of the most secure job environments globally. For many employees, this has led to a culture of inertia rather than urgency. Staff members are often reluctant to disrupt their cushy routines or stick their necks out for new ideas, particularly if it risks their stable career path, rock-solid benefits or generates a lot more work. Networking here means understanding that many people aren’t driven to “make things happen” and may be resistant to anyone who wants to push for change or take risks. If you want to build alliances, you’ll need to position yourself as a low-risk asset and be strategic about presenting your ideas as non-disruptive enhancements rather than radical shifts.
Ok, let’s get started.
Step 1: Define Your Goal
Before you dive in, take a moment to clarify what you’re after. Networking at the UN isn’t a one-size-fits-all affair. Here’s a look at some common networking goals:
1. Getting a Job: If you’re hoping to land a role within the UN, you’ll need to connect with people who understand the hiring landscape and can provide insight into the process. Look for contacts who can help you navigate the recruitment system and understand the nuances of the specific department you’re targeting.
2. Partnering: Partnership often involves building strategic alliances with UN entities, NGOs, or other organizations. This requires a deeper understanding of who holds decision-making power and can influence partnerships within specific initiatives.
3. Selling to the UN: Selling a product or service to the UN is a unique challenge. You’re not just selling a solution; you’re selling it to an organization that has a stringent procurement process, operates at a global scale, and places significant emphasis on compliance.
4. Project Work: If you’re aiming to secure project work or become a preferred consultant, you’ll need to be well-versed in the areas the particular UN organization is focusing on and identify who oversees project selection and funding.
5. Collaboration: Collaboration opportunities may range from joint research projects to pilot programs. These require you to connect with individuals who are open to innovative approaches and have the authority to greenlight experimental projects.
Each goal comes with its own networking pathway. Knowing what you want will help you tailor your approach to the individuals and strategies that can bring you closer to your objective.
Step 2: Identify Who to Network With
Not all UN employees are equally influential, and reaching out to the wrong contacts can be a frustrating dead end. Here’s how to think about who to approach, depending on your timeline and approach:
The Short Game: Higher-Level Contacts
If you need results fast, aim for higher-level people with decision-making power and budgets at their disposal. These might be Directors (D1/D2) or Chiefs (typically P5s) within specific UN agencies. However, they are notoriously difficult to access. They are usually swamped with demands on their time and can be wary of unsolicited outreach. For this reason, connecting directly with these figures may require an indirect approach — often through their more junior staff, assistants or those in their network.
The Long Game: Rising Stars and P4-Level Contacts
The UN’s equivalent of mid-level managers, P4-level contacts are often ambitious, looking to make an impact, and less guarded than their higher-level counterparts. These are the people who have “something to prove” and might be open to fresh ideas that break the usual mold. Connecting with them can help you build rapport with individuals who are likely to become influential in the near future. But you still need to offer them something of value. The hungry ones are the ones that want to jump on rocket ship opportunities. The P4 level is a strategic sweet spot: these people have access, influence, and usually more time to connect meaningfully than their more senior counterparts.
Play the Hierarchy Right
It’s also essential to recognize that the UN’s hierarchical structure affects access and influence. Higher-ups may hold more authority, but the mid-level staff often carry important, though indirect, weight in decision-making, especially when they’re pushing an idea they believe in. Figuring out the right people to network with, whether senior or mid-level, will depend largely on how urgent your timeline is and how deep you’re willing to go into UN circles.
Step 3: Make Your Approach: Direct or Indirect?
The way you approach a potential contact within the UN should be as strategic as identifying them. Here are two main methods:
Direct Approach
If you’ve identified a contact who’s open to direct engagement (some UN staff make themselves accessible on LinkedIn or at conferences), you might consider a direct approach. However, it’s crucial to avoid coming on too strong in the first conversation. Frame your outreach as curiosity-driven and express interest in learning about their work rather than immediately pitching your needs. A well-worded, concise email or message expressing genuine interest in their insights can be effective.
Indirect Approach via Proxy
In the UN’s highly networked environment, sometimes the best route is indirect. If you’re eyeing a senior contact, reaching out directly can be risky. Instead, try connecting through a proxy — someone who already has access to this person. This could be their assistant, one of their many colleagues, or someone in their professional circle. Building rapport with these intermediaries can be incredibly valuable. They can pave the way for an eventual introduction and provide insights into the person’s working style and preferences.
Step 4: Do Your Homework — Background Checks and Prepping Your Pitch
Approaching a UN contact without adequate preparation is a sure way to miss the mark. Before reaching out, conduct a thorough background check to understand who they are, their interests, and what they’re currently working on. Digging into public records, reading their publications or speeches, and browsing their professional profiles can give you critical insights.
Once you understand their professional landscape, tailor your pitch to address their specific needs and priorities. This isn’t just about aligning with organizational goals; it’s about making the person feel that connecting with you will directly support their goals and bolster their reputation. In the UN, where personal credibility is often as valuable as organizational alignment, this level of customization can make a huge difference.
Step 5: Selling Without Selling — Creating Intrigue and Value
Dropping a big idea or proposal on someone’s lap in the first conversation is rarely effective. In fact, it can make you look overeager or out of touch with UN culture. Here’s how to sell your ideas subtly and strategically:
1. Create Intrigue: Rather than launching into a full-blown pitch, drop small, intriguing hints about your idea or expertise. Pique their curiosity and make them want to learn more. Let them know you have insights or a project that could align with their work without going into detail just yet.
2. Focus on Value: In any conversation, make it clear that you bring value — and specify that this value benefits them directly. This is a place where a bit of ego management can work wonders. If your idea or project could enhance their work or reputation, let them know, diplomatically. People in the UN are often under pressure to show results, so positioning your pitch as a solution to one of their problems or a boost to their objectives can be highly persuasive.
3. Show Off Your Knowledge of the System: The UN is full of “insiders,” and showing that you understand the internal mechanics can help establish your credibility. Subtly reference initiatives, processes, or people within the system that relate to your idea. This shows that you’re not an outsider with a vague idea but someone who understands the intricacies of working with the UN.
4. Invite a Follow-Up Chat: If the conversation goes well, suggest continuing it over coffee or scheduling a formal follow-up meeting. This approach conveys that you’re respectful of their time and willing to invest in building a relationship rather than just extracting immediate value.
Step 6: Time is one of the most important factors:
Many of these strategies require time. The first and most important thing is to ensure you have left ample time. Serendipity can happen, but it’s not something to bet on. Instead, I always advocate speeding things up by using a multi-pronged approach. Mix and match these methods to find an appropriate way to the person of interest.
Step 7: Stay in Touch — Building Long-Term Connections
One of the biggest mistakes people make in networking is treating it like a one-time transaction. In the UN, where relationships are everything, staying in touch is crucial. This doesn’t mean bombarding them with messages or check-ins, but rather nurturing the connection in meaningful ways. Here’s how:
1. Occasional Updates: Share updates about your work or relevant industry developments periodically. If your contact is involved in climate initiatives, for example, share interesting news or studies on climate policy. Or better yet, share an initiative that is gaining traction, how you can connect them to it (you can see the legwork to do before telling them about it), and how it can interface with their existing efforts. This keeps you on their radar without seeming overly focused on your needs.
2. Congratulate Milestones: If they publish a report, take on a new role, or complete a major project, reach out with a congratulations message. It’s a small gesture, but it reinforces that you’re genuinely invested in their success.
3. Invite them to Events: If you’re attending or hosting relevant events, consider inviting your UN contacts. This provides a low-pressure setting to catch up and helps reinforce your shared interests.
4. Personal Touches Based on Personality: Pay attention to your contact’s personality and preferences. Some UN professionals are formal, while others are warm and casual. Respect these nuances. If your contact is highly organized and appreciates structure, follow a professional tone and schedule conversations. If they’re more casual, a friendly, informal approach might work better.
Step 8: The Long Game — When Not to Ask for Anything at All
In networking, the fastest way to ruin a new relationship is to make it all about what you need. Sometimes, the best approach is to hold back on making a direct ask until the relationship is more solid. This is especially true in the UN, where relationships often develop gradually and trust is built over time.
Take the time to demonstrate genuine interest in their work before making any requests. This might involve attending their public events, engaging with their work, or simply supporting their projects where possible. Building this foundation will differentiate you from most.
Step 9: Remember — The Person You’re Targeting Isn’t the Only Enabler
Here’s the thing about the UN: it’s a massive, sprawling bureaucracy with countless layers and silos. While you might have your eyes set on one particular contact who holds the power or the budget you need, focusing all your attention on that one person is a mistake. The reality? There are plenty of other people around them and across the system who could also move the needle for you, maybe even more than the individual you’re targeting.
In the UN, the “official” decision-makers are rarely operating solo. They’re supported (and influenced) by advisors, assistants, program managers, regional leads, and consultants who keep everything running and often provide the insights and recommendations to those at the top. These individuals are often easier to reach and much more willing to talk and many times they hold significant influence over the very people you’re trying to win over. If you can get them on board, they’ll likely become allies in helping you reach the right ears.
As well, the UN and different divisions across the UN organizations overlap in scope. That means that, very likely, there are multiple divisional directors and managers that are working on the same or a similar project that may be of interest for you. That means jobs, projects and other opportunities are laced across the entire UN system.
Also, the UN is packed with informal networks and alliances. People talk; they share tips, and there are always “unofficial” power brokers who don’t show up on any org chart but who can make or break decisions. Finding these people is invaluable because they can not only give you access but also help you navigate the complexities and politics of the organization. Whether it’s someone who’s worked in the same department for decades or an assistant who’s managed countless key projects, these individuals understand the system inside out and can often get things done quietly and efficiently.
To play the UN network right, don’t limit yourself to obvious connections. Map out the landscape: consider who else might have insight, influence, or even just good advice on getting through the layers of red tape. Use this wider network to your advantage by building genuine relationships with those who operate under the radar but hold sway. Sometimes, it’s the people on the sidelines who have the clearest line to the powers that be — and who can be the bridge between you and your goals.
Good luck!
