Kennedys Alumni Network: the power of weak connections

When Anna first asked if I had anything to share that would be of interest to the Kennedys Alumni Network, I must admit, I couldn’t think of anything. But as I considered my time at Carroll, McNulty & Kull (CMK), my interactions with Kennedys while I was there, and the impact both have had on my career, I couldn’t help but see how those intersections amplify the theories of one of my favorite organizational researchers, Adam Grant.

Adam Grant holds the distinction of being the youngest tenured professor at The Wharton School at the University of Pennsylvania. His introduction to his podcast, Worklife, best sums up his area of expertise and why it should be of interest to anyone who has ever stepped into an office:

An admirable goal for sure.

In his book, Give and Take, Grant describes a paradox at the heart of professional success: our most valuable opportunities often come not from our closest relationships, but from our weak ties - those acquaintances, former colleagues, classmates or business associates we know just well enough to reach out to. In the modern, interconnected world, this idea has real force and effect. For all of us, cultivating these weak ties is one of the most underappreciated assets for building business, sharing knowledge, and having a fulfilling career.

Strong ties - our immediate teams, close mentors, or long-term clients - form the foundation of trust and collaboration. But it is the weak ties, as Grant notes, that serve as bridges to new information and unexpected opportunities. We have all experienced the power of these weak ties without fully appreciating it: a former associate now in-house at a multinational client; a past colleague now practicing in another jurisdiction; a peer who joined a regulatory agency or an NGO - each of these connections opens doors that no amount of formal marketing can replicate.

Kennedys Alumni Network demonstrates this theory in practice every day. As Kennedys expands, the flow of clients, cases, and talent stretches across borders and these bridges become invaluable. The Alumni Network extends the firm’s reach far beyond its partnership ranks, creating an ecosystem of professionals who share a common foundation, language, and culture - even if their current paths diverge. As connected alumni, we often become informal ambassadors for the firm’s brand.

But, of course, the power of the network runs both ways. For alumni themselves, the shared experience of having ‘grown up’ within the same firm creates a deep reservoir of trust. Regardless of title or geography, there is an implicit understanding of what it means to work at Kennedys - the rigor, the standards, the collaboration under pressure. That shared history creates a shorthand that makes reaching out easier, introductions warmer, and opportunities more accessible. These connections feel both comfortable and credible, built on a foundation of mutual respect forged through common experience.

I have experienced this ‘Kennedys ‘effect’ firsthand. In the early aughts, as an associate at CMK, Chris Carroll and  I had the pleasure of working with Anthony Greenwood of Kennedys on a coverage matter involving a large Norwegian engineering and construction servicers firm. As many of these disputes are, it was a complex and protracted matter that lasted several years throughout which Chris, Anthony and I worked together closely. We spent literally days, weeks and months reviewing expert reports and drafting our briefs – and through that intense experience developed an enduring trust and friendship. The matter ended and so did my almost daily collaborations across the pond with Anthony. Fast forward almost a decade, as I was assuming my role as the Worldwide Casualty Claim leader for Chubb and making my first trip to the United Kingdom to meet my claims team. As I met with one of my key leaders in that office for the first time, we quickly determined that she was a former Kennedys solicitor and we had the shared history of having worked with Anthony. This point of commonality and connection allowed me to quickly establish credibility with my new team – what an invaluable gift!

This advantage is reflective of the deeper reciprocity that is at work in the Kennedys Alumni Network. As Grant emphasizes, ‘givers’ succeed not by acting selflessly, but by building relationships based on trust and generosity. Kennedys Alumni Network provides just such a foundation. It encourages giving - sharing job leads, mentoring, exchanging legal insights - creating a virtuous cycle of goodwill that benefits both the firm and its former lawyers. In time, those weak connections evolve into a network that feels not transactional, but personal and enduring.

One of the lessons I took from Give and Take is that successful organizations don’t just compete - they connect. For Kennedys and its alumni, the Alumni Network is not merely about nostalgia and get togethers; it’s a strategic investment in its people – past, present and future. Each connection, however faint, can become the spark that lights a new opportunity. In the end, the strength of the firm and its people rest in the quiet power of the relationships it continues to nurture - among those who once called it home.