creating a culture to achieve sustainable success

U N L O C K I N G C O R P O R A T E P O T E N T I A L

LEARNING FOR LIFE

Creating a Connection Culture


RESEARCH AND FINDINGS


FORMULA FOR SUCCESS

+Task

ExcellenceRelationshipExcellence


THE CONNECTION CULTURE

THE CASE FOR CONNECTION


RESEARCH AND FINDINGS


HUMAN NEEDS AT WORK

• Meaning

• Personal Growth

Source: E Pluribus Partners Research

• Autonomy (Freedom)

• Recognition

• Belonging

• Respect


PSYCHIATRY

Lack of connection at work

• Loneliness

• Isolation

• Confusion

• Distrust

• Disrespect

• Dissatisfaction


POLITICAL SOCIOLOGY

Nations with higher social capital (i.e. connection) have:

• Higher economic growth

• Greater trust

• More cooperation


POLITICAL SOCIOLOGY

Since WWII, happiness declined although economic prosperity increased dramatically

Anxiety/depression increased

Experts believe it’s attributable to a lack of connection and community


SOCIAL SCIENCE

Social scientists have learned connection = positive impact

• Babies held, interacted with = healthier

• Students connect with teacher = better academic performance

• Patients with greater social support = recover faster

• Adults with connection = more creative, better problem solvers

• Seniors who have social relationships = live longer

Sources: Carlson, 1998; Rosenthal and Jacobson, 1992; Resnick, 1997; Cohen, 1997; Berkman, 1979; Baumeister, 2003; MacArthur Foundation Study, 1998


NEUROSCIENCE

Neuroscience has shown that connection:• Reduces stress hormones (epinephrine,

norepinephrine, cortisol)• Increases dopamine which enhances attention

and pleasure• Increases serotonin which reduces fear and

worry• Increases oxytocin which makes us more

trusting of others


ORGANIZATIONAL BEHAVIOR

Employee Engagement Study

• 50,000 employees • Emotional factors are four times as

effective as rational factors when it comes to employee effort

• Engaged (connected) employees are 20% more productive than the average employee

Source: Corporate Executive Board


CURRENT WORK ENVIRONMENT

Why should you care?

• Employee trust and cooperation are low

• 75% of employees are not engaged at work!

• America: 101,000,000 employees


EMPLOYEE ENGAGEMENT DEFINED


WORK BECOMING MORE IMPORTANT

Beginning in the 1990s, work became a greater part of Americans’ self-definition than family and community.

- The Gallup Poll


CURRENT WORK ENVIRONMENT

Florida State University Survey

When Bosses Behave Badly – employees retaliate:

• 30% slowed down or purposely made errors vs. 6% of those not reporting abuse.

• 27% purposely hid from the boss vs. 4% of those not abused.

• 33% confessed to not putting in maximum effort vs. 9% of those not abused.

• 29% took sick time off even when not ill vs. 4% of those not abused.

• 25% took more or longer breaks vs. 7% of those not abused.


THE OPPORTUNITY

“One of the things you notice in Gallup Research is that only one in four workers in the U.S. are engaged in the workplace… Imagine if you could get half the employees engaged… It is just unbelievable to me the potential that exists for companies.” James Clifton

CEO, Gallup Organization


HISTORY

Great Leaders• Queen Elizabeth I• George Washington• Dwight D. Eisenhower• Winston Churchill• John Wooden• Frances Hesselbein• Anne Mulcahy• A.G. Lafley

Lessons from great and failed leaders of nations, businesses, sports teams and the social sector

Failed Leaders• King George III • Montezuma• Napoleon• Frederick the Great (later years)• Dictators• Communist leaders• Howell Raines• Phil Purcell


FRANCES HESSELBEIN

• “Great leader” - Peter Drucker

• Girl Scouts of the USA

• Inclusive in planning

• Stayed connected to people

• Results: Saved Girl Scouts from extinction and transformed it into 3.5 million Girl Scouts, paid staff of 6,000 and 730,000 volunteers


CONNECTION: THE BOTTOM LINE

• Mentally and physically healthier • More trusting• More productive• More cooperative• More creative• Better problem solvers

Connection = Flourishing, Life Disconnection = Disfunction, Death


• Family mobility

• Divorce

• More parents in workforce

• Diminished company-employee loyalty

• Technology can foster anonymity, isolation

• Lower participation in community-based organizations

LESS CONNECTION TODAY


Changing values:

• More relational

• Stories and narrative

• Authenticity

• Ethnic diversity

• Experiential participation

YOUNGER GENERATIONS


THE CORPORATE EQUATION

+Task

Excellence

Relationship Excellence = The Connection Culture


THE FORCE OF CONNECTION

Like the wind in the trees

An invisible force between human beings that promotes trust, cooperation and “esprit de corps”!


THE FORCE OF CONNECTION

Definition - A bond based on shared identity, empathy and understanding that moves self-centered individuals toward group-centered membership.



We need to put the corpus back into corporation!

“Corpus” is Latin for body

Cor·po·ra·tion (kôr'pə-rā'shən) n. •A body that is granted a charter recognizing it as a separate legal entity having its own rights, privileges, and liabilities distinct from those of its members. Such a body created for purposes of government. Also called body corporate. •A group of people combined into or acting as one body.


THE CONNECTION CULTURE1. Which area of our research on employee engagement did you find most

intriguing and why? What applications do you see this having in your particular context?

2. On a scale of 1 (low) to 10 (high), what is the current level of relational excellence at this moment in your organization? Name one person you have seen who develops relational excellence that you would like to emulate?

3. How do the members of your organization most effectively and efficiently increase connection?


WORKSHOP

CREATING A CONNECTION CULTURE


TERRY TATE VIDEO CLIP


ELEMENTS OF CONNECTION

Core Elements1.Inspiring Identity2.Human Value 3.Knowledge Flow

Enabling Elements4.Committed Members5.Servant Leaders

Enabling Elements are the types of people who believe and behave in a way that increase connection.


WORKSHOP

ELEMENT #1INSPIRING IDENTITY


INSPIRING IDENTITY (“VISION”)

When everyone in the organization is

proud of the reputation.

united by the values, and

motivated by the mission,


VISION

Steve Jobs and “Think Different”


• Leaders must embody the identity of the organization.

• Leaders reproduce who they are.• Over time, the organization identity will

reflect the identity of its leaders.

• What do leaders stand for and model to

others?

VISION

Role of the Leader


VISION

Create meaning in your organization:1. Innovate, bring something new to the world.2. Inspire your team to reach a challenging goal.3. Clarify and communicate your Inspiring Identity upfront (the

mission, values and the reputation you intend to build).4. Consistently communicate your inspiring identity.5. Employ the power of the pen.6. Establish your “Vision Team” for ideas and feedback.Reflective Question: What is one thing you could do in the

next 48 hours from the above list?


QUESTIONS FOR YOUR VISION TEAM

1. When have you felt proud and why?

2. What do we stand for?

3. Where are we going?

4. How will we get there?

5. Why is it important?

6. How are we doing?


WORKSHOP

ELEMENT #2HUMAN VALUE


HUMAN VALUE (“VALUE”)

When everyone in the organization

understands the needs of people,

appreciates their positive, unique contributions, and

helps others achieve their potential.


VALUE


VALUE

Pixar


VALUE


Jet Blue’s Values

• Humility - Jet Blue CEO flies one day a week to serve meals, clean planes, help luggage handlers.

• Cares about crew - Jet Blue CEO meets with 95% of new crew on their first day, knows many of their names and/or stories

• Cares about customers- hires and promotes friendly people who make a personal connection with customers

• Passion - CEO is very high energy (had ADD)

VALUE


Jet Blue - Attracting Employees

In 2002, Jet Blue had to fill 2,000 crew member jobs…

it received 130,000 applications!

VALUE


VALUE

Understands psychological needs of people

Human needs at work: RespectRecognitionBelongingAutonomy (freedom)Personal growthMeaningSources: Ryan and Deci, Maslow, Frankl, Csikszentmihalyi, Banks

Lack of connection > deficit need

dysfunctional behavior


VALUE

Reflective Question: Which of the human needs do you see most quickly promoting dysfunctional behavior when they are not met?

Human needs at work:• Respect• Recognition• Belonging • Autonomy (Freedom)• Personal Growth• Meaning


1. Understanding human nature

Everyone has:• Heart (Spirit, Will, Desires)• Soul (Emotions, Conscience, Intuition)• Mind (Thoughts, Knowledge base, Plan)• Strength (Body, Energy, Capabilities)

Treat everyone as if this were true…always.

VALUE


VALUE

2. Appreciate positive, unique contributions -When we show appreciation for others, it helps meet their needs for recognition and belonging.

Know my story• How well do you know the people you work with? • What is their background?• What are their dreams and ambitions?• What motivates them?• Who is important in their life?• What qualities do they strive for?


VALUE

3. Help others achieve their potential

Encourage personal growth• Coaching and mentoring• Honest feedback is essential to see our blind spots• Share your gold with others!

Encourage vocational growth - development courses


VALUE

Human Value – Dial Up the Value

1. Make a human connection with as many people as possible.

2. Treat and speak to others as partners.

3. Help people find the right roles.

4. Educate, inform, and listen to employees.

5. Decentralize decision making.

6. Recognize the need for work/life balance.


VALUEHuman Value – delete what devalues

1. Eliminate disrespectful, condescending and rude behavior.

2. Balance criticism with encouragement.

3. Be slow to commission new leaders (first evaluate their task excellence and connection capability).

4. Minimize unnecessary rules and excessive controls.

5. Eliminate excessive signs of hierarchy.

6. Confront and discipline devaluing leaders.


WORKSHOP

ELEMENT #3KNOWLEDGE FLOW


KNOWLEDGE FLOW (“VOICE”)

When everyone in the organization

safeguards relational connections.

shares ideas and opinions honestly, and

seeks the ideas of others,


VOICE

Case study: A.G. Lafley

CEO of Procter & Gamble

• Seeks people’s opinions

• Open-minded and honest

• Get the “moose out of the closets”

• First year: 2.5X increase in employee approval of P&G’s leadership

• Second year: soaring profitability and stock price helped fund acquisition of Gillette


VOICE

Three Benefits of Knowledge Flow:

1. Increases connection and fires up people.

2. Helps decision makers make better decisions.

3. Increases creativity and innovation.


1. Seeks the ideas of others We don’t have all the answers!

Be quick to listen, slow to speak and slow to become angry.

Neurological pathways are set - -we must intentionally break free of them and seek new paths!

VOICE


2. Shares ideas and opinions honestly

• Speak truth to power

• Never become a “yes man”

• Stand up for what you believe

• Share your ideas

VOICE


MALCOLM IN THE MIDDLE VIDEO CLIP


VOICE

3. Safeguards Relational Connections

• Be intentional!

• Relational Bank Accounts

• Mentors


Safeguards Relational Connections

1. No personal attacks.

2. Be quick to apologize when needed.

3. Give the benefit of the doubt -- accept the apologies of others without holding grudges.

VOICE


Remember the Three “S”

Seek

Share

Safeguard

VOICE


VOICE


VOICE

Organizations with strong Knowledge Flow create:

1) a safe place to share ideas

2) intentional times to get together as a team

3) ground rules for actively sharing

information as well as listening to and

respecting each other


Best practice: Knowledge Flow Sessions1. The leader frames the discussion

– “Here’s what I’m thinking!”2. The leader grants permission for knowledge flow.

– “No one has a monopoly on good ideas so tell me what’s right, what’s wrong and what’s missing?”

3. Ground rules for discussion. – “We want actionable ideas not personal attacks.”

4. Follow up – “Affirm in writing the people who gave useful ideas.”

5. Appreciate the truth teller. – “Make heroes out of people who speak truth to power!”

VOICE


VOICE

To increase Knowledge Flow:• Promote a culture of responsiveness• Encourage people to be inquisitive• Encourage external awareness• Increase the diversity of participants• Seek opinions, reward courage• Promote a culture of experimentation• Be sure to safeguard relational connections


QUESTIONS TO CONSIDER

1. How is the balance in your “relational bank account” those you need to work with?

1. In what ways can we move towards being slow to speak and quick to listen?


WORKSHOP

ELEMENT #4COMMITTED MEMBERS


ELEMENTS OF CONNECTION

Core Elements1. Human Value2. Inspiring Identity3. Knowledge Flow

Enabling Elements4. Committed Members5. Servant Leaders

Enabling Elements: the types of people who believe and behave in ways that increase connection.


COMMITTED MEMBERS

Definition

People in the organization who are:

Committed to task excellence,

Promoting the Connection Culture, and

Living out character strengths and virtues.


“…while there are indeed great, often unfathomable forces in history before which even the most exceptional of individuals seem insignificant, the wonder is how often events turn upon a single personality, or the quality we call character.”

-- Historian David McCullough

CHARACTER STRENGTHS


“Ability may get you to the top but it takes character to keep you there.”

-- Legendary UCLA basketball coach John Wooden

CHARACTER STRENGTHS


“I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.”

-- Rev. Martin Luther King, Jr.

CHARACTER STRENGTHS


American Psychology Association study

Leading psychologists

Global study

Identified 24 specific character strengths

COMMITTED MEMBERS


CHARACTER STRENGTHS

Creativity Persistence Perspective/Wisdom

Spirituality/Purpose Vitality Hope/Optimism

Citizenship Love of Learning Bravery

Integrity Prudence Curiosity

Kindness Leadership Love of People

Fairness Self-regulation Forgiveness/Mercy

Social Intelligence Gratitude Humor

Humility/Modesty Open Mindedness Appreciation of Beauty & Excellence

Source: Character Strengths and Virtues by Peterson and Seligman (2004)


ORGANIZATIONAL CHARACTER


COMMITTED MEMBERS

Character Committed

1. Develop habits that reflect character strengths.

2. Build high trust relationships with people who want to develop good character.

3. Undertake periodic checkups – 360 reviews.

4. Study and celebrate the character of intentional connectors.

5. Select, measure and promote leaders who have character strengths and who connect.


WORKSHOP

ELEMENT #5SERVANT LEADERS


SERVANT LEADERS

Committed Members empowered with the authority to:

Coordinate task excellence,

Facilitate the connection culture, and

Model and mentor others in character strengths and virtues.


SERVANT LEADERS

• Committed Members will be frustrated with processes, procedures and people who impair their ability to make progress.

• Servant Leaders are proactive in training members to function with excellence and get them what they need to get their job done well.

• They also identify obstacles to either task excellence or the connection culture and remove them.

Anne MulcahyFormer CEO, Xerox


ELEMENT #1: INSPIRING IDENTITY

People around King George referred to the colonists as “rabble”



Our “Glorious Cause”

Our “Noble Cause”

Our “Cause of Virtue”


ELEMENT #2: HUMAN VALUE

The colonists felt like they were being treated like slaves.

Source: Ideological Origins of the American Revolution, Bernard Bailyn



He was known for his devotion to the people he was responsible for leading.


“It wasn’t his generalship that made him stand out…It was the way he attended to and stuck by his men. His soldiers knew that he respected and cared for them, and that he would share in their severe hardships.”


The late Richard Neustadt, Presidential Scholar, Harvard University


ELEMENT #3: KNOWLEDGE FLOW

He imposed taxes without the colonists’ consent or the consent of their representatives



He was known as a listener and one who considered the opinions of others.


ELEMENT #4: COMMITTED MEMBERS


Became the “Conqueror of Cornwallis”




The “Glorious Cause” of Liberty - Lafayette



Sacrificed for the soldiers at Valley Forge



“the common soldier was my greatest teacher”

- Lafayette


If it weren’t for this Frenchman…Americans today might be British!



“Give me leave, my dear General, to present you …with the main key to the fortress of despotism. It is a tribute, which I owe, as a son to my adoptive father, as an Aide-de-Camp to my General, as a Missionary of liberty to its Patriarch.”

- Marquis de Lafayette March 17, 1790



ELEMENT #5: SERVANT LEADERS

“…[George Washington] is the greatest man in the world”

– King George III


“The success of democracy in a wide variety of places and among many different people would suggest that the principles of liberty and equality on which they are based are in fact not accidents or the result of ethnocentric prejudice but are in fact discoveries about the nature of man (italics ours).”

- Political Sociologist Francis Fukuyama



THE CORPORATE EQUATION

+Task

Excellence

The Connection Culture


Become an Intentional Connector

Who will you be at home, at work and in your community?

• Intentional connector

• Unintentional disconnector

• Intentional disconnector

THE CHALLENGE


TODAY’S GOAL

Three specific actions you will

implement immediately.

1. ?

2. ?

3. ?


Next Steps:

1. Read Fired Up or Burned Out.

2. Connection Culture Assessment

3. Executive life coaching




QUESTIONS?

creating a culture to achieve sustainable success

Business