Weak Ties, Strong Careers: How Networks Really Work in Commercial Real Estate | #IWD2026
- Kristin Taylor
- Mar 9
- 4 min read
From left to right: Bridget Cunningham, Betty Villarreal, Kristin Taylor, and Carolina Tejada.
Photo courtesy of BOMA New York via LinkedIn.
It was a pleasure to participate on a panel for Building Owners and Managers Association (BOMA) New York’s #IWD2026 event in recognition of International Women's Day.
The discussion centered on the theme “Accelerating Action in Commercial Real Estate,” and explored several important ideas shaping the future of the industry: connection, strategy, inspiration, action, and acceleration.
One concept I introduced during the conversation that seemed to resonate with many in the room was the idea of “weak ties” in professional networks. It is a simple concept, but one with significant implications for how careers actually move, particularly in relationship-driven industries like commercial real estate.
After the event, several people reached out asking for more detail on the topic, so I wanted to expand on that idea here and explore why weak ties, and the third-party introductions that often create them, can be so powerful for professionals building influence across the industry.
The Power of Weak Ties
The concept of weak ties was introduced over 50 years ago by sociologist Mark Granovetter in his research paper The Strength of Weak Ties.
Weak ties are acquaintances outside your immediate circle. They are not your closest colleagues or longtime collaborators. They are people you meet at industry events, through professional associations, during a project, or through mutual connections.
What makes weak ties powerful is that they connect you to different networks and new information.
Your closest colleagues usually know the same opportunities you know. Weak ties often sit in entirely different circles. Because of that, research consistently shows they are more likely to lead to new ideas, introductions, and career opportunities.
Isabella Lupo and Kristin Taylor, pictured here at the BOMA New York #IWD2026 event, originally met through a weak-tie connection.
Weak Ties, Meet Third-Party Ties
Another important concept is the role of third-party ties. A helpful HBR Article linked here discusses research on how women can build high-status networks using third-party ties.
A third-party tie occurs when someone you already know introduces you to someone new.
In practice, many weak ties begin this way.
When a respected colleague introduces you to a senior leader, client, or industry peer, the relationship begins with an implicit endorsement. Instead of starting as a cold outreach, the introduction signals that someone trusted already believes in your work.
In industries where reputation and relationships drive business, that credibility can accelerate how quickly trust forms.
Why This Matters for Women in CRE
For women in commercial real estate, these dynamics are particularly important.
Like many relationship-driven industries, CRE is influenced by affinity bias. People naturally build relationships with individuals who look like them, think like them, or share similar professional experiences. Ever notice how it can feel like a prerequisite for a New York broker to have played college lacrosse? That is affinity bias at work. When leadership networks have historically been homogenous, those patterns can unintentionally reinforce themselves.
Weak ties and third-party introductions provide a way to expand beyond those existing circles.
They allow professionals to connect with leaders, clients, and peers who may not exist within their immediate company or team. Over time, those connections expand visibility, access to information, and opportunities for sponsorship.
Photo courtesy of BOMA New York via LinkedIn.
Where These Connections Actually Happen
Many weak ties form through shared industry environments.
Professional organizations, conferences, and industry events bring together people from different parts of the ecosystem who might never interact day to day. Owners, operators, vendors, brokers, consultants, and service providers all intersect in these spaces.
Groups like BOMA, IFMA, CREW, CoreNet, etc. play an important role because they create environments where those connections can happen naturally.
Two Barriers That Still Show Up.
Across the industry, two barriers still appear frequently for women building their careers.
The first is hesitation. Many talented professionals wait until they feel completely ready before pursuing an opportunity. In reality, careers rarely move when anyone feels fully prepared. Waiting for perfect readiness can mean the opportunity moves on.
The second barrier is access. Without exposure to broader industry networks, many professionals simply do not encounter the same range of opportunities.
Weak ties and third-party introductions help close both of those gaps.
A Simple Question.
Look at your network and ask yourself one question: Does my network reflect the industry I want to influence, or just the people I already work with?
If the answer is the second, it may be time to expand your circle.
Start with one conversation. Reach out to someone whose work you admire. Attend an industry event where you do not already know everyone in the room. Ask a mutual contact for an introduction.
The relationships that shape careers rarely begin with a grand strategy. More often they begin with a weak tie, strengthened through a third-party introduction, and built over time through consistent engagement.
A special thank you to Sharon Hart and BOMA New York for the opportunity to contribute to this important discussion. Congratulations to my fellow panelists, Bridget Cunningham, Carolina Tejada, Betty Villarreal, and Colleen Wenke for their powerful insights.
Photo courtesy of BOMA New York via LinkedIn.
About the Author
Kristin Taylor is the Founder of 24 Hour Search, a founder-led executive search firm serving commercial real estate, professional services, and high-growth organizations. She partners with founders, CEOs, and boards on Director through C-suite hiring, with a focus on reducing executive hiring risk through high-touch, discreet search. With more than 1,100 career placements, her work centers on protecting businesses from the cost of the wrong leadership hire.
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