Conventional wisdom says friendship clouds judgment. In reality, strong relationships fuel better and more innovative teams.
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.
