Exploring The Strength of Weak Ties

The standard premise of networking is to focus on connecting within our respective industries, like the familiar LinkedIn reach-outs: 'I see you're also in [insert industry]; let's connect!' And many networking gurus tout the importance of getting to know your industry peers well, with frequent touch points.?

This approach doesn't properly take advantage of The Strength of Weak Ties theory, which stresses the importance of weak associations in transmitting information and influence through social networks. While broadly accepted, this theory was not statistically proven until last year, when?scientists?were able to analyze the rich data from LinkedIn's "People you may know" algorithm, which showed that the weakest ties had the most significant impact on job mobility, whereas the strongest ties had the least.?

While paradoxical, the numbers make sense (for some industries anyway, as the authors caveat that "whereas weak ties increased job mobility in more digital industries, strong ties increased job mobility in less digital industries"). How can you apply these findings to in-person networking??

Finding more valuable common ground

A few weeks back, I attended a private investor event where investors and company executives came together to discuss three cutting-edge and seemingly disparate industries: healthspan, real estate, and space. At first glance at the attendee list, I was curious about what we would have in common: people who want to leave Earth, people who want to develop real estate on Earth, and people who want to be healthy as long as possible wherever.?

Typically, my conference attendance aligns with the biopharma industry, given Cambrian's focus. While this conference's attendees didn't share the same industry language, we held shared values, such as the desire to leave a positive impact and for truly cutting-edge innovation.?

I found myself more excitedly engaging in conversations, with more questions and fascination than I typically feel at professional conferences. More importantly, other attendees seemed less burdened by an agenda or a request, given that we had fewer work overlaps, similar to how one can feel more open and engaged with strangers.?

Networking within our industry offers an assumed familiarity that can limit further exploration into shared values. Sometimes, when you speak the same language, you prematurely form archetypes and stereotypes tethering us to our biases, even when meeting someone new.

How to build different types of weak ties

Attending events when that common ground doesn't already connect you can feel daunting – especially if you're an introvert like me. In my early career days, I would walk out of conferences or any work events, exhausted and feeling defeated that I didn't get everyone's contact information. Also, I learned that even when I did get contact information, there wasn't enough substantive context to follow up with if quantity was the only measure of productive networking.?

Many "failed" event attendances later, I have created a reasonable goal list for networking events with just three things I must do that work well with the Weak Ties findings: 1. Learn one new fact or a new insight; 2. share one of my ideas and get feedback; 3. Get to know one person well enough to follow up. As you noticed, these goals don't revolve only around meeting people but also include transmitting one's values, shared experiences, and knowledge.?

How do I execute these goals? The bar for learning something new is exceptionally high. It isn't just about grasping information; it's about immersing myself in valuable insight, discussing it to gain clarity, and being able to digest and share that newfound knowledge effectively. Similarly, sharing an idea isn't just a casual mention—it's about engaging in conversations where I can naturally introduce an idea and ignite thoughts in someone else's mind, whether it's philosophical, values-oriented, or related to our industry. Lastly, instead of the usual small talk and elevator pitches, I prioritize getting to know at least one person well enough to introduce them to someone else. This way, I have created three types of information that can be transmitted through weak or three weak ties.?

How to build as many weak ties

While I find value in forming at least one genuine connection at networking events, it's equally important to acknowledge the value in engaging in brief, surface-level conversations that create more casual connections – especially in events where everyone is a?"weak tie."?You will likely see some people repeatedly, and over time, they will become truly warm acquaintances. When you come up for a job candidacy, that may be enough to have you shortlisted—that's the type of familiarity the "People You May Know" algorithm creates in helping you land that job.?

These interactions contribute to forming a broader network and can lead to future opportunities or expanded connections. In the future, say yes to events, meet people, and share your story! You never know the fascinating tales you'll hear or the individuals you'll bond with, who may play a role in shaping the path to your future self.

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