Relationships
Why We Need Strong, Diverse Networks Now More Than Ever
In times of conflict, we need to lean into connection.
Posted December 3, 2024 Reviewed by Margaret Foley
Key points
- Echo chambers and affinity bias limit one’s ability to be successful both personally and professionally.
- Strong networks provide opportunities for professional advancement, feedback, and social support.
- Building a network doesn’t have to be hard, but it does require intentional, focused work.

No matter where you fall in our incredibly divided country, something definitely has been lost over the years in our abilities to build real, authentic connections. Most of us, myself included, have fallen victim to echo chambers, surrounding ourselves with like-minded people who hold the same beliefs, perspectives, and values (Levy & Razin, 2019). There is comfort in familiarity. And, because of affinity bias, it is quite normal to be attracted to those who remind you of yourself. But there is great danger to be found there, too.
At its worst, the impacts of echo chambers and affinity bias are on display in our charged political climate. But they also show up in day-to-day interactions and ultimately limit your ability to be successful, both personally and professionally. The entire point of an echo chamber is that it limits diversity of perspective and confirms your own opinions and beliefs. Does that mean everyone has a right to be there? Absolutely not. Being an evolved adult means knowing when to listen and learn and when to set boundaries. And, to keep growing and learning, you have to be willing to broaden the viewpoints you allow in.
Why Networks Matter
Decades of research have shown that broad, diverse networks are important for personal and professional growth (Granovetter, 1983). Without them, opportunities for professional advancement are limited. People with strong relationships are healthier and happier (Mineo, 2017). What types of people should be in your network? Mentors provide critical information and feedback, as well as encouragement and guidance. Sponsors provide advocacy, connections, and support. Accountability partners provide check-ins and encouragement toward goal achievement. And of course, friends and other personal relationships provide important social, psychosocial, and emotional support.
It can be tempting to fill these roles with the people who share your values and beliefs. And in many cases, you should, especially when considering long-term life partners and other social and emotional supports. But when doing so it’s important to recognize which perspectives you are excluding and what the impacts might be.
For example, when you refuse to engage with someone who holds different political views, then you limit your ability to understand how other people think, feel, and ultimately vote. If you do not talk to people with different religious beliefs, or from different socioeconomic, ethnic, or educational backgrounds, your world is going to get incredibly small very quickly. And that will impact your ability to think critically or strategically. You simply cannot be successful in today’s globally connected world by operating in a vacuum. In fact, the more we rely on technology, the more we need to lean into those things that make us essentially human.
Four Steps to Build Your Network
The good news is, building a strong, diverse network isn’t hard. It will take work. But since the goal is to build relationships, it can and should be enjoyable work. Here are some easy places to start.
- Do a network map. Ultimately, your network should not be purely transactional. But it’s good to start from a strategic place, to assess where you may have gaps to fill. A network map is a simple tool for doing this work. Take a piece of paper, put your name in the center, and then write down the spaces you occupy in the corners. This might include, for example, work, home, church, a social organization, or others. Then identify the groups within those spaces where you show up. Then identify the people with whom you are connected within those groups. Take a step back. Where are your gaps? Where do you need to do some work to build your network? Pick one space and one person to start.
- Connect offline. We are surrounded by opportunities to connect online, through video conferencing, social media, online messaging, and other tools. Increasingly, AI has people connecting with the tools themselves. And none of these things build real, authentic relationships. Use the tools to make the ask but then take the connection offline. Use video or phone as a last resort. It’s great to build relationships with people who aren’t in your immediate location, and technology allows that to happen. But recognize that any screen or device adds a barrier to connection.
- Stay in a place of natural curiosity. Because of our tendency to focus on transactions, it can be easy to forget the point of conversations and relationships. You’re there to connect and to learn, and you do that by asking questions and listening. Stay curious about the other person’s life experiences. Focus less on what you can take from them and more on what you can learn from them, and what you can offer to them in turn. Sometimes this is as simple as another connection or an introduction. In my experience, the act of asking the question, “How can I help you?” is valuable in itself, probably because most people have never heard it before.
- Affirm, acknowledge, and express gratitude. No matter how the conversation goes, be sure to affirm and acknowledge the other person’s willingness to show up and be in the space with you. Thank them for their time and for sharing their experience with you. Not every conversation will or should turn into a relationship. But any conversation involves two human beings who agreed to show up for each other, and that is worth acknowledging. You don’t have to think alike, believe the same things, or change your values to suit someone else’s. But you should at the very least be able to acknowledge and connect to other people’s humanity.
References
Granovetter, M. (1983). The Strength of Weak Ties: A Network Theory Revisited. Sociological Theory, 1, 201–233. https://doi.org/10.2307/202051
Levy, G., & Razin, R. (2019 August). Echo chambers and their effects on economic and political outcomes. Annual Review of Economics, (11), p. 303-328. https://doi.org/10.1146/annurev-economics-080218-030343
Mineo, L. (2017 April). Harvard study, almost 80 years old, has proved that embracing community helps us live longer, and be happier. The Harvard Gazette. https://news.harvard.edu/gazette/story/2017/04/over-nearly-80-years-har…