Hello , and welcome to Friday Coffee with MAP!

We’ve explored the familiar saying “it’s not what you know, it’s who you know” in previous editions of this newsletter– and this week’s piece may provide the most nuanced view of it yet. From The Stanford Review, this article explores the basis and evolution of the influential Weak Ties theory of networking, first introduced 50 years ago. The theory reveals that we may be underestimating one of the most powerful parts of our network: our looser, slightly less familiar connections. We think this piece could shift how you think about networking and possibly help to unlock new avenues for professional growth.

Happy reading!

“50 years on, Mark Granovetter’s ‘The Strength of Weak Ties’ is Stronger than Ever”
_{by Melissa De Witte for The Stanford Review}

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In the early 1970s, Stanford sociologist Mark Granovetter published a survey of 282 men in the United States about how they got their jobs. Granovetter found that a person’s weak ties – their casual connections and loose acquaintances – were more helpful than their strong ones in securing employment.

The Weak Ties theory argues that weak social connections (such as acquaintances, distant colleagues) are more valuable than strong ties (close friends, family) for accessing new information, opportunities, and resources because they connect us to different social networks we wouldn't otherwise reach.

In 2022, researchers from Stanford and Harvard published the largest empirical examination of weak tie theory in the labor market to date: a 5-year LinkedIn survey of 20 million users. It proved the Weak Ties Theory- and added dimension: that weak ties were most effective in digital sectors, where stronger ties tended to be more effective in less digital/tech sectors.

The research has shaped how academics, especially at Stanford, view its broader social impact, highlighting that unequal access to weak ties can reinforce class disparities by limiting opportunities for those in less diverse networks.

With the rise of automation, Granovetter sees the importance of weak ties being increasingly relevant. Granovetter argues that AI clients “will never know as much about a person as someone who actually knows them and has worked with them and knows their personality and knows what they do in their spare time and how they approach problems.”

So, as you reflect on your network, don’t overlook the value of your more sporadic professional connections. Often, it's those loose ties that hold the key to unexpected opportunities and your next big move.

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So tell us: Have “Weak Ties” benefited you throughout your career? Do you agree with Granovetter’s theory overall?

Thank you,

The MAP Team

MAP Strategic Wealth Advisors | A Member of Advisory Services Network, LLC
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