Network Building Through Giving First

“In fact, for a young entrepreneur, the choice of partners is usually limited to classmates or colleagues because these are the people he can frequently interact with, allowing for a better understanding of each other. It’s hard to build deep trust with other relationships. When the team is small, trust based on personal relationships is crucial because starting a business is difficult, starting from nothing, facing numerous setbacks. Only with mutual trust can they support each other and overcome challenges.”

“You must start a business with people you trust; only trust can keep the team steadfast during low periods. In Wang Xing’s later entrepreneurial experiences, this was particularly validated.”

“The older man at the short end of the table clears his throat and adjusts his square-rimmed steel glasses. A striped shirt is glimpsed under a simple black sweater. Nothing suggests that Ingvar Kamprad has built one of the most well-known companies in the Western world, Ikea. When the murmuring among the comparatively casually dressed board members—shirts but no ties—subsides, he continues in a serious tone: "On the agenda today are some important matters regarding the establishment in Russia." Stefan Persson listens attentively. He has been elected to the board of Ingka Holding BV, one of the most important companies in the Ikea sphere, located in Holland. Now he gets to sit at the same table as the world-famous Småland native. Later, he talks about it in an interview: “It was a privilege to be on Ikea’s board. Hopefully, I also contributed something. It is obviously a company I admire a lot.”[95](private://read/01jas9tvg84jycb27616w1f9k8/#note-95)”

“There are many meetings now. Stefan Persson has taken the time to commute between several boardrooms outside of H&M for a couple of years. He cannot say no when the Wallenberg family calls and gives him a seat on the board of the appliance company Electrolux, where Jacob Wallenberg, among others, sits. Wallenberg has been a leading industrial family for a long time, and there is a lot to learn from that experience. The family controls a dozen Swedish large corporations the size of H&M, such as Ericsson, Electrolux, and Saab, but without serving as CEOs. Typically, they govern as board members instead.”

“whenever I met someone, I would try to do something for them.”

“I saw how he would focus first on creating a real relationship and would then constantly look for ways to give, not take.”