UCLA is a large and richly diverse organization, made up of administrative units, academic departments, research centers, healthcare centers, and many other components, each with its own history, culture, and ways of operating. This diversity is part of what allows different parts of the university to serve their specific missions effectively, but it also means that processes and practices can vary significantly from one area to the next, even within the same larger unit. As a result, work that spans multiple departments can sometimes take extra time or effort to navigate. Succeeding in this environment takes more than familiarity with the org chart; it means building genuine relationships across departments and units.

Why Networking Matters at UCLA

• Decodes institutional knowledge: Colleagues share the unwritten, informal paths required to get initiatives approved and implemented.
• Dismantles operational silos: Active communication bridges the gap between isolated units, leading to smarter resource sharing.
• Taps into Subject Matter Experts and accelerates problem-solving: Knowing the exact person (or even someone who knows the exact person) to contact for an unfamiliar process eliminates days of administrative runaround and frustration. 
• Unlocks hidden opportunities: Interdisciplinary connections surface unique cross-departmental research, funding, and career advancement paths.

Strategic Ways to Build Your Network

• Initiate cross-functional outreach: Actively seek out and introduce yourself to personnel in departments that interact with yours. 
• Take advantage of professional development and staff groups, such as Staff Assembly, UCLA Bruin Tech, UCLA Administrative Management Group (AMG), UCLA Latino Staff & Faculty Association, Black Staff & Faculty Association at UCLA, UCLA Asian Pacific Islander Faculty Staff Association (APIFSA), UC Advocacy Network (UCAN), Administrative Leadership 20XX, Professional Development Program (PDP), Staff Enrichment Program (SEP), and others.
• Leverage departmental contacts to grow your network: Knowing just one person in a department gives you a starting point to navigate complex systems. Recently I had a new employee starting and noticed her UID had not been created. Despite several failed attempts in the days leading up to her start, she arrived on day one without a number. I immediately contacted a manager in HR I met working on another project, explained that I was aware she was not the correct person to help me with my problem, but asked that she point me to the person who could. Within minutes I received an email introduction to the correct person, and before I could say thank you, that person replied with the number she created on the spot.
• Offer cross-departmental value: Proactively share your expertise, experience, or technical skills to support colleagues beyond your immediate team. Doing so can help remove bottlenecks, accelerate progress, and strengthen collaboration and knowledge-sharing across departments. For example, if a colleague is struggling with how to approach a difficult disciplinary conversation and you have experience navigating similar situations, offer practical guidance or share approaches that have worked well for you.

Ultimately, mastering the intricate maze of UCLA depends heavily on the human connections you forge. While the structural silos and bureaucratic barriers can easily stall progress, a robust personal network transforms these obstacles into manageable pathways. By actively investing in relationships across departments, you shift your campus experience from managing isolated islands to thriving within an integrated, collaborative ecosystem.
 

Interested in reviewing prior months’ topics? Visit our Monthly Management Tips website.

Do you have feedback, questions or a suggested topic you would like to learn more about? Please email: managementtips@ucla.edu.

Want to receive Monthly Management Tips emails? Sign up for our list!