As enterprise architects, we often gravitate toward the things we can control, frameworks, technical depth, governance, and execution. These are tangible, measurable, and deeply satisfying to master. But if your “career bank account” is full of expertise and achievements while the relationship column stays empty, you risk becoming an architectural hermit: highly skilled, highly driven, yet disconnected from the very people who determine the success of your work. Our role is inherently connective. We bridge teams, align technology with business intent, and influence direction. Yet the relationship-building aspect of our work is often overlooked or undervalued. We invest heavily in developing skills, but far too little in the human networks that give those skills real impact.