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This article describes the impact of informal networks on managerial effectiveness in general and, more specifically, for that of African-American managers. Previous research has demonstrated that network characteristics conducive to increased performance for African-Americans differed significantly from those of white managers (e.g. Ibarra, 1995). These results are further validated in this study through the use of a different performance measure. Networking characteristics and multi-raters' performance information were collected from 185 managers. Results show that high performing African-American managers possess informal networks composed of a higher proportion of other African-Americans than their low performing counterparts. The reverse trend was found for white managers. A description of a training module based on these results is offered.