The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/480238
WWW.ILTANET.ORG 21 The key to effective networking is to move beyond merely gathering a collection of connections to building a web of productive relationships. These relationships do not happen overnight; they result from deliberate action over time to invest in them and improve their quality. What makes these productive relationships so valuable? They yield meaningful social capital. Wayne Baker, author of "Achieving Success Through Social Capital," describes social capital as resources found in personal and business networks such as "information, ideas, leads, business opportunities, financial capital, power and influence, emotional support, even goodwill, trust and cooperation". At the heart of this concept of social capital are the relationships we create and sustain through our networks. Baker contends that the adept use of social capital is critical to personal success. However, this capital cannot be acquired through transactional means: it cannot be bought, sold, borrowed or loaned. Rather, it is acquired and grows by service to others. Further, this service to others must be provided without strings attached. What makes this work? The inborn human sense of reciprocity. Baker describes it as the "force of reciprocity in human relationships; a person's deeply felt obligation to repay a benefit received from another. Failure to repay violates human psychological makeup and cultural conditioning." The catch, however, is if one provides assistance expecting it will trigger the sense of reciprocity, one runs two significant risks. As Adam M. Grant observes in his book, "Give and Take," the first risk is that it can sour relationships by making the recipient feel manipulated. Grant notes: "When favors come with strings attached or implied, the interaction can leave a bad taste, feeling more like a transaction than part of a meaningful relationship." The second risk is that of a diminished network. Reid Hoffman, founder of LinkedIn, notes in the book: "If you insist on a quid pro quo every time you help others, you will have a much narrower network." The narrow network is the direct result of limiting the number of people you assist to those who can offer you equal or greater benefit. For the skeptic who would otherwise find comfort in transactional reciprocity, it is helpful to consider an example provided in "Give and Take." Grant introduces his readers to the ultimate giver: Adam Rifkin. Rifkin has made a life-long practice of doing five-minute favors for others. In Rifkin's view, if doing the favor is relatively easy, why would you not do it? When he does these favors, he does not act in expectation of an immediate return. Rifkin behaves in a manner that comports perfectly with Baker's approach to creating and using social capital: he pays it forward. The results are striking. To begin with, he has an extraordinary network. Fortune magazine identified Rifkin as the person most effectively networked on LinkedIn. The magazine came to this conclusion based on Rifkin's extensive ties to people on Fortune's key lists. Better still, this network is not merely a group of vague connections; people in Adam Rifkin's network take his calls. In fact, they call him when opportunities arise that they think might interest him. And they return his favors in spades. In short, Rifkin's social capital is enormous. How's yours? Adapted from Abraham, V.M., "Drinking my own champagne," in Pugh, K. (ed.), Smarter Innovation: Using Interactive Processes to Drive Better Business Results Pay It Forward for Increased Social Capital by Mary Abraham