When I talk about social capital, I mean something very specific: the utility, quality, and quantity of relationships.

It’s not networking. It’s not brand loyalty. It’s the difference between having to convince people — and people already wanting to work with you.

When social capital is strong:

• Your phone rings; powerful people return your calls.
• Partners bring you opportunities you didn’t ask for.
• Recruiting gets easier.
• Feedback gets more honest.
  
• People act faster — because they already trust your intent.
  

When it’s weak, everything costs more — time, money, energy, credibility. And most organizations try to fill the gap with ads, hires, or community initiatives that are transactional or shallow. But those are symptoms of the problem, not the solution.

Social capital isn’t a side benefit of good work. It is the work. And it’s something you can build — deliberately, respectfully, and at scale.