In almost every job I’ve had, I gained one of the most valuable possible things: not just a work best friend (along with many nice acquaintances), but lifelong friendships that developed from these close work friendships. When I look at jobs in which I didn’t make friends (particularly close ones), I recognize exactly how empty those jobs were and how much harder it was to feel as motivated. Yes, as a recent HBR article maintains, these friendships can indeed be tricky. And I suppose that is why, as the article posits, only something like 19 percent of those surveyed (Americans, by the way) reported having close friendships with a colleague. This is framed as at least partly cultural (non-Americans may be more trusting, collaborative and less “fiercely independent” or bent on personal privacy?).
I have seen some of this dynamic in action. When a global company in which I worked all came together for a global meetup in Europe, the European and Asian colleagues became a more cohesive group, while the Americans seemed standoffish, less social, more formal and “observational”. That is, two years in a row, the American contingent seemed to stand on the sidelines and make observations about how the activities we were engaged in would never be allowed in the US, how we’d have been required to sign liability waivers (in case of injury, etc.). It may also depend on other demographic features (age, etc.) but the Americans’ uniform reserve always struck me as an interesting given how “loud” and “outgoing” Americans are generally perceived to be.
But this is a diversion.
One of my best friends started off as my “office nemesis”. For a year at least, we disliked each other but eventually ‘warmed up’ to become, incrementally, friends.
Another best friend became a friend almost instantly. We went out for dinner together on her first day working in the company, and we lost track of time until the restaurant owners were staring at us, waiting for us to leave so they could close. It was an immediate and deep connection that has only continued to grow, long after our lives changed, long after we stopped working together. And we have since become colleagues again. I cannot imagine my work life – former or current – or, more importantly, my life at all – without her.
I’ve never experienced the ‘tricky complications’ as outlined in the HBR article, but I can recognize that many of the points made could be issues. I suppose for me the depth of the friendships has always been valuable and deep enough that the relationship mattered so much more than just a job. In that sense, I guess, these friendships transcend the idea of a “work friendship”. I happened to meet these people through work, but our friendships had no real connection to the work itself. And you can feel and see a difference. Another good friend, whom I met through work, is a fabulous and intelligent person, and we are still good friends despite not working together any more. But there is a sense that the piece of the puzzle that bound us together closely and gave us something in common is missing, even if we still have a great time together. The impetus and intensity can be driven by the mutual passion or misery created by a job/project.
Overall it seems interesting because friendships are reportedly difficult to make in adulthood, and I suppose they are – where else can you make them than work? Unless you are involved in activities outside of work, or end up being forced friends with, for example, your kids’ friends’ parents or something, it is not exactly like a social smörgåsbord out there. I am not particularly social but don’t feel like I’ve done too badly…