Page 134 - How Great Leaders Build Abundant Organizations That Win

WHOM DO I TRAVEL WITH? (RELATIONSHIPS AND TEAMS [TH]AT WORK)

stranger. While we would probably feel more comfortable
turning to a close friend, research by Mark Granovetter sug-
8
gests that we will probably get a more creative solution from
the stranger. People we don’t know as well are more likely to
think of something we haven’t thought of, to bring fresh per-
spectives and unusual information to bear on our problem.
For the introverts among us who see little value in “wast-
ing time” networking or making small talk, this is a helpful
insight. I may get more feel-good support from people I’ve
known long and well, but I’m more likely to get unexpected
approaches to old problems from people on the fringes of
my comfort zone. These are folks who are less likely to
already think like I do. Doris Kearns Goodwin determined
that President Abraham Lincoln’s political genius included
his willingness to bring together a “team of rivals” to staff
his cabinet—people who not only had not supported his
presidency and his viewpoints but who were his major
competitors. 9
We don’t need the complexity of trying to work with peo-
ple who intensely dislike us to get the benefits of peripheral
contacts, however. Jeff is a volunteer employment specialist
in the church group we attend. Of the 100 or so families who
attend our congregation, roughly 10 have lost jobs, another
10 need upgraded employment, and at least 10 more have
seen real economic losses in their family businesses. Jeff
decided to see if the members could help each other, so he
opened his home on a Sunday evening meeting to everyone
who wanted to come to share ideas for improving his or her
work situation. The dozen people who showed up included
a realtor who was thriving on foreclosures and wanted to
help others, a colonel ready to retire and wondering what
to do next, a small retail shop owner struggling against new

115