Relationship Economics, 3rd Edition

INTRODUCTION: WELCOME TO THE AGE OF HYBRID RELATIONSHIPS

When I began my advisory practice back in 2002, in search of a viable market-fit opportunity, I went on a listening tour, asking 30+ business relationships a single question: “What do you believe I do exceptionally well?” From Paul Young, a wealth manager at UBS whom I had known through a men's prayer group, to Dale Jones, who during the 1996 Olympics had a business next door to my office and later became vice-chair and partner in charge of the CEO and board practice at Heidrick & Struggles, the response was, “You network better than anyone else we've ever met; if you can teach others how to do that, you'll succeed!”

“Networking? As in meeting and engaging others?” I thought, “Isn't that taught in undergrad or grad schools as part of understanding how the world works? How about every company's new hire training program to set up employees for success out of the gate, management training to help them transition from an individual contributor to managing a team, or leadership development programs to get anything done as a leader?” Sadly, I found very little evidence to support my assumptions.

I knew most business professionals could benefit from networking, but how could I package it as a repeatable, predictable process focusing on one's desired outcomes?

Two events led me to many insights you'll read in this book.

1. I gathered a handful of business relationships around a table in my home and asked for their help in subconsciously ...