The Power of Acquaintances

We’ve all heard the saying, ‘It’s not what you know, it’s who you know.’  In the modern world of work, who you know is more valuable than ever.

In your personal life – for example, your marriage – you will probably get more fulfillment and peace by having a quality relationship with one lifelong partner instead of flitting from one relationship to another.  We thrive on strong relationships with our friends and family.  They provide the support and love that is vital for our development and success. It does not work like that in business.  In the working world, the more relationships you have, the better.  In business, weak ties are a very good thing.  Quantity can be more valuable than quality. 

The strength of weak ties

Mark Granovetter is a highly respected American sociologist.  His research paper on ‘The Strength of Weak Ties’ is considered one of the most influential sociology papers ever written. 

Granovetter interviewed 282 blue and white collar workers in Boston.  He asked them how they got their current jobs and discovered that –

• * 56% found their job through personal connections
• * 19% found the job through formal means such as adverts and recruitment agencies
• * 20% applied to the company directly

Most of the interviewees got their current jobs because they knew someone, who then helped them get the position by putting in a good word for them, putting them in touch with the right people or working on their behalf from the inside. 

Granovetter also discovered that people who found their jobs through personal connections were more satisfied in their work than the others.  This makes sense because a personal contact will give you a realistic picture of what it is like to work at the company.  You then start off with realistic expectations and are more likely to be satisfied.

Now for the most fascinating part of Granovetter’s research.  Of the people who got their jobs through personal connections, 83% did not know the contact well.  56% said they saw the contact occasionally and 28% rarely saw the contact.  These acquaintances moved in different circles and so they provided access to new job opportunities, knowledge and people.  Granovetter’s sample got their strength from their weak ties.

The author Daniel Pink discusses the value of weak ties in his book ‘The Free Agent Nation’.  He gives an example of two colleagues, Ed and Jenny, who worked together for 5 years.  They formed a strong relationship because they saw each other every day.  When Ed left the company, Jenny was not a very valuable business contact because Ed was already familiar with her world. 

However, when Jenny left the company and joined another one, Ed’s connection to her became more valuable.  Their relationship was no longer as strong as it used to be because they didn’t see each other often anymore.  But, their connection became more useful from a business perspective because they now occupied different worlds.  Jenny met new people and was exposed to new information that Ed did not know.  This is why alumni networks at companies are such useful, powerful business tools.  Your power comes from what Pink calls, ‘lose, fluid, purposeful relationships’.

Relationships and the new world of work

The traditional world of work was labour intensive and focused on industrial mass production.   Companies needed people’s hands, not their minds.  This has changed – in the 21^st century, people matter more.  Today the playing field has been leveled and companies sell similar products and services to the same customers at similar prices, using similar marketing channels.  Differentiation now comes from who you are, not what you sell.  Companies need people’s strategic relationships, innovation and creativity more than ever.

More power lies with the individual and you should take advantage of this.  Security is not a guarantee and you are in charge of your career.  Don’t become complacent and rest in the familiar, vertical relationships of the past.  Today, your power as an employee lies in your horizontal, reciprocal relationships with people across organizations and across functions.  You need to proactively manage your career by networking and developing a wide pool of diverse contacts.

Daniel Pink summarises modern business relationships in this table -

Connect with Connectors

Have you ever met someone who seems to know everyone?  I have a friend who is what author Malcolm Gladwell calls a ‘Connector’.  Connectors are highly networked and wield enormous social power because they link all sorts of different people together.  It is worth knowing one.

Invest in your career

Networking and building a pool of weak ties is difficult for some personality types.  Introverts prefer establishing deep relationships with a few people.  Extroverts have an inherent advantage in the new world of work because they are energized by others and enjoy building broad relationships with many people.

Even though it may be out of your comfort zone, it is important that you build horizontal loyalty with a wide group of people.  You can no longer rely on a single company to get you where you want your career to go.  It is so difficult to get noticed by a high-profile company when they have thousands of applicants for positions.  Who you know can put you on the top of the pile. 

Build your career by harnessing the power of acquaintances.  But don’t forget – be authentic.  It is easy to spot someone who is insincere and is developing a relationship purely for self-interest. 

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