Leaning into Your Network: Building a High-Performance Culture Through Collaboration
Oct 15, 2024
As my four-year, nine-stage assignment here in Iowa progresses, I’m struck by how quickly time has passed. We’ve just begun Stage 2, yet 90 days have flown by in the blink of an eye. Although much remains to be done, one thing has become abundantly clear: building a high-performance culture isn’t something you do in isolation. Leaders who thrive lean into their networks, asking for and accepting help.
Too often, leaders hesitate to ask for support, fearing they’ll burden others, or because they haven’t maintained the relationships that would make the ask feel natural. Others are simply too caught up in the momentum of their own work, believing they can move faster by going it alone. I can tell you from experience: without leveraging the strength of my network, I wouldn’t have achieved the success or the engagement that I’ve seen with the alumni community I’m working with.
The truth is, no one accomplishes anything great alone.
If you're in the process of rebuilding your team or tackling a seemingly insurmountable challenge, here are a few principles I encourage you to keep in mind:
Don’t hesitate to ask for help.
A vivid example of this principle comes from the early days of Starbucks. When Howard Schultz was trying to scale the company, he faced significant financial roadblocks. During a pivotal moment in 1987, Schultz reached out to Bill Gates, Sr., a prominent lawyer in Seattle at the time. Despite not having a close personal relationship, Schultz requested Gates’ help in raising capital to buy Starbucks. Gates not only offered guidance but also helped Schultz secure critical investors. This assistance was key to building the global coffee empire we know today.
The takeaway is simple: if you don’t ask, you’ll never know the answer. Gates, Sr. didn’t owe Schultz anything, but he saw an opportunity to help someone with a vision. As I reflect on my journey, I can say with certainty that every person I’ve reached out to for support—whether for advice, resources, or mentorship—has responded positively. Leaders often forget that others are eager to assist, but they need to be asked.
Be specific and focused in your request.
Research by Wharton professor Adam Grant, author of Give and Take, underscores the importance of specificity when asking for help. In one study, Grant found that people are more likely to offer assistance when they know exactly what is needed and can provide something tangible. Vague requests—such as "I need some help with strategy"—yield far fewer positive responses than those that are direct and concrete, such as "I need a strategic plan template for launching a new product in six months."
In my own experience, requests that are clearly defined—those with a beginning, end, and specific deliverable—are almost always met with a "yes." For example, when I needed insights into alumni engagement, I didn’t simply ask for "advice on building connections." I reached out with a targeted request: "Can you share your top three tactics for maintaining strong alumni relationships?" Matching your request to the expertise of the individual is essential.
Authenticity matters.
In 2015, a Gallup study on workplace engagement highlighted that trust is one of the key drivers of successful collaboration. The study found that employees and leaders who work in environments built on authentic, trusting relationships are more engaged, productive, and willing to help others. On the flip side, when leaders use relationships in a disingenuous way—asking for favors solely for personal gain—trust erodes, and collaboration falls apart.
This principle applies to all relationships. If you’re asking for help, make sure your intentions are genuine. People can sense when they’re being used for short-term gain. Authenticity creates lasting partnerships, where mutual benefit and long-term success are shared goals.
Always close the loop.
Closing the loop and expressing gratitude might seem like a small gesture, but its impact is profound. Studies on social capital by researcher Robert Putnam have shown that reciprocity—demonstrating appreciation and giving back—strengthens networks and deepens relationships over time. In business, leaders often make the mistake of not following up with those who helped them. However, acknowledging contributions is not just good manners—it’s essential to building a lasting professional network.
For example, after securing the capital he needed for Starbucks, Howard Schultz made a point to publicly recognize Bill Gates, Sr.’s role in his success. This helped build a strong bond that lasted for years and further cemented Gates’ influence within Schultz’s professional network. When you reach out to your network, always remember to circle back and share the results of their contributions. Let them know how their support helped you succeed—people love to see how they’ve made an impact.
A special thanks to Tom Swales, Carlos Ortiz, Angel Monroy, Nick Iachetta, Peter Wilkinson, Dan Porter and Heather Porter for generously lending their time and resources toward achieving our ambitious goals. The best is yet to come—let’s keep rising.