Though it may seem counterintuitive, there’s power in the so-called “weak ties” you have in your network, especially for job seekers. A recent experimental study of LinkedIn users found that the weakest ties between people had the greatest impact on mobility. The study, which compiled data from 20 million users, showed on a mass scale what a popular 1973 study by sociologist Mark Granovetter also found: the strength of weak ties.

Coco Brown, founder and CEO of The Athena Alliance, an executive learning community and networking group for women, has played a crucial role in placing hundreds of women from diverse backgrounds on board seats throughout the Fortune 1000. Thanks to that background, Brown has a keen understanding of networking and how professionals can leverage weak ties to further their careers.

Coco Brown, The Athena Alliance

Q: What are weak ties, and why are they important?
A: Weak ties are loose connections: people you know somewhat, but not well, or you know through someone else, or someone you click with but rarely see. By comparison, a strong tie is someone close whom you see often (at church, in your family, in your coaching core group, your peers/coworkers, industry besties). Even if you don’t see them often, you know they have your back. You know you can call them anytime for anything.

Weak social connections are actually very useful in a professional context. Your strong ties feel good – they say all the right things, are always in your corner, they want very much to help. But your strong ties play out in what they can give very quickly. Their circumstances are too similar, they’ve already given you what they have, and they may know you too well. 

By comparison, weak ties will make a connection for you between two seemingly unrelated dots. They will suggest new avenues and new circles. They will make connections that lead to other connections outside your usual circle.

Q: What’s the best way to approach a weak tie for help? How do you ensure you don’t come off as self-serving?
A: You need to have a mindset of reciprocity and value creation for everyone. You must be someone who sees in themselves the ability to give, to add value yourself. And, you must be genuine (not transactional), and invested in the outcome you’re looking for – you must be ready to make the other person look good, succeed by association. 

What I mean by this is that you can’t just be on the lookout for who can make what connection. Rather, broaden your horizons in general, meet people outside your usual circles, share with them, but also be curious about them. People will offer to use their social collateral for you; you won’t even need to ask, if you inspire them, if they want to see you succeed, if they believe you can do it. This is why the Ben Franklin effect exists: Someone who does a favor for you once is more likely to do it again. We choose wisely and continue to invest in the people who follow through on the promise of result, and who circle back to let us know what happened.

I find all the time that people don’t know how to go about this because they think they have nothing to give, or that they’re too young in career to have much to offer. Not so at all. A young woman I met not long ago, far younger than me in both age and career, was inspired by what I do. She lobbied to have me come speak to her company to kick off a leadership series they were launching, and this resulted in an enterprise sale for Athena. Over time, that weak tie with this young lady has turned into strong ties, both of us looking out for each other.

Q: What other advice do you have for professionals looking to grow their network?
A: It can feel overwhelming, the idea of building, nurturing and holding onto a wide range of relationships. People always ask me how it is that I seem to know everyone. This is a real phenomenon I’m labeled with, and I can see why. I do have a vast network, and one of genuine relationships. I don’t always recognize someone right away, or remember their name, but we both know the last time we connected it was genuine – I wasn’t just sizing them up to see if I should move on to talk to someone else. I was genuinely interested in who they are, what they’re trying to achieve, and I’m always wondering if there’s something I can do for them in that moment. This makes it easy. It can’t be a chore or a game, it can’t have a formula, it has to be real. Put the other person first, and they will also help you.

Q: How do networking groups help someone take their career to the next level?
A: You can probably guess that I think networking groups (I prefer “communities”) are priceless. We’ve thought very hard at Athena about how to do this right. How do you foster genuine relationships, where weak ties will turn into opportunities, in a digital, highly distributed environment? We operate on a digital platform; 90% of the Athena experience is virtual. When you have a strong ecosystem of community, with thousands of weak ties, you will accelerate. Women have gained ground in leadership positions at a glacially slow pace of 1% gain per year, slipping during COVID at some of the leadership rungs of the ladder. If we want to double or triple that pace, and get to parity in a few years, not a few decades, then the ONLY way to do so is through the strength of weak ties.