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By Desda Moss
“If you want more influence in your organizations, relationships will help you get there,” according to the authors of Social Gravity: Harnessing the Natural Laws of Relationships (Talent Anarchy Productions, 2012).
Consultant, speaker and author Jason Lauritsen and speaker, corporate trainer and author Joe Gerstandt describe “social gravity” as the invisible combination of forces at work in our relationships with others. The book explains that the most common ways people build relationships center on proximity and activity: People get to know one another when they frequent the same places and do things together.
Work is a prime example. For HR professionals, who are so often focused on being service providers to employees, taking the time to develop business partner and strategic-level relationships is critical, the authors write. HR practitioners with a lot of social capital don’t go to work alone; they roll into work with a posse. As a result, when they face an issue or need a sample policy, they’ve got a team of people outside the organization to turn to for help.
The book outlines six laws of social gravity that, when harnessed effectively, can make it easier for information, ideas and opportunity to find you:
Even though who you know matters, the authors advise readers to build and develop their social networks in a thoughtful way and to not get hung up trying to amass an army of “followers” and “friends.”
“Social capital is about quality, not quantity,” they write.
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