Leadership is often described as the ability to get work done through others. But what’s less often discussed is the quality and intentionality behind those “others.” Who are they? What do they expect? And how do those relationships shape outcomes?

Scott Serviss, Chief Operating Officer at Berman Leadership, recently posed a simple but essential question:
“We all know leaders get work done through others. The question is whether they’ve thought intentionally about that.”

It’s easy for leaders to default to habitual modes of communication—texting a colleague, emailing a client, updating a board member—without taking time to consider the broader network in which they operate. But leadership doesn’t happen in a vacuum. It unfolds within a complex system of relationships, both internal and external.

A thoughtful leader might ask:

• Who do I need to be in alignment with in order to succeed?
• What are the expectations—explicit or unspoken—of those people?
• Have I built the right network for what’s ahead?

While internal relationships with teams and peers are critical, they’re just one piece of the picture. External stakeholders—customers, regulators, partners, board members, investors—often influence what’s possible more than any one internal decision.The good news is that stakeholder strategy isn’t innate. It’s a skill, and like any skill, it can be learned and strengthened. Leaders who take the time to map their landscape, understand key relationships, and communicate with intention tend to be more resilient, more effective, and more trusted.

In short: Relationships aren’t just part of the job. They are the job.