"In the C-suite, relationships can make or break your effectiveness, and too often, we've been taught that you must choose to be either a friend or a colleague, but never both. The fear is understandable. Too much closeness, and you risk favoritism. Too much distance erodes trust, but our research and experience as leadership advisers point to a different reality: genuine, trust-based relationships are not a liability; they're a leadership advantage. The real risk isn't choosing one or the other; it's failing to integrate both."
"The return to in-person work has reshuffled team dynamics. Some leaders are navigating hybrid work with colleagues they barely know outside a video frame. Others are relearning how to have hallway conversations and reading the social cues that once felt second nature. Layer onto this the loneliness crisis highlighted by the U.S. Surgeon General's Advisory on Social Connection and initiatives like the United States Chamber of Connection, and it is clear leaders aren't just managing business outcomes; they're managing connection deficits."
Relationships in the C-suite determine leadership effectiveness; choosing between being a friend or a colleague is a false binary. Too much closeness risks favoritism and reduced candor; too much distance erodes trust and collaboration. Morag's Ally Mindset Profile shows 67% report peer or senior-management relationships undermining their success, creating a strategic liability. The return to in-person and hybrid work has reshuffled team dynamics, leaving many leaders unfamiliar with colleagues and struggling to read social cues. Loneliness and connection deficits amplify the problem. Gallup finds employees with a best friend at work are more engaged, productive, and likely to stay. A balanced approach blends trust and empathy with clarity and accountability.
Read at Fast Company
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