High-performing employees who are tapped as potential leaders often don't get the help they need building social capital in an organization. Although social capital is key to developing the influence future leaders will need to be effective, managers often prioritize providing experiences that build skills and job performance rather than making assignments that help individuals broaden their networks. Recent research offers lessons on how social capital is built and tends to operate in practice. Leaders may prioritize executing strategy and driving organizational performance, but they are also responsible for developing the next generation of leaders. Traditionally, leadership development has focused heavily on performance ' an understandable emphasis, given that leaders themselves are evaluated and rewarded based on execution and results. However, as organizational strategies increasingly rely on cross-functional teams and external partnerships, employees' success increasingly...
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