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Creating a Culture to Achieve Sustainable Success
 

Creating a Culture to Achieve Sustainable Success

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These are slides used for a presentation given by Michael Lee Stallard and Jason Pankau at the 2011 Learning for Life Annual Conference held in Reno, Nevada

These are slides used for a presentation given by Michael Lee Stallard and Jason Pankau at the 2011 Learning for Life Annual Conference held in Reno, Nevada

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  • THANKS ALL ORGS NOT ALIKE I BECAME INTERESTED… AS I SET OUT I MET WE LOOKED AT ALL THE AVENUES WE DISCOVERED A VARIETY OF FACTORS TIME AND AGAIN ONE FACTOR EXPLAINED FORCE OF CONNECTION….
  • VERY INTERESTING RESEARCH ABOUT THE WAY WE TICK PSYCHOLOGY RESEARCH NEUROSCIENCE PHYSICAL AND MENTAL HEALTH RESEARCH EFFECTS THE BOTTOM LINE
  • MORE GRAMMYS THAN ANY BAND IN HISTORY BAND IS A FAMILY THERE IN TIMES OF NEED APPRECIATE EACH OTHER’S STRENGTHS SPLIT PROFIT FIVE EQUAL WAYS WITH MGR LARRY MULLEN MOM DIED WHEN HE WAS 14 EDGE’S DIVORCE ADAM CLAYTON’S DRUG AND ALCOHOL ADDITION DEATH THREAT TO BONO --> ADAM STEPPED IN FRON TO SHIELD HIM HOW CAN YOU SHOW YOU CARE: FLOWERS, CARD, NOTE, CASE OF BEN AND JERRYS ICE CREAM IN DRY ICE, CHOCOLATE, HUNTER THOMPSON SENT A TREE
  • THANKS ALL ORGS NOT ALIKE I BECAME INTERESTED… AS I SET OUT I MET WE LOOKED AT ALL THE AVENUES WE DISCOVERED A VARIETY OF FACTORS TIME AND AGAIN ONE FACTOR EXPLAINED FORCE OF CONNECTION….
  • VERY INTERESTING RESEARCH ABOUT THE WAY WE TICK PSYCHOLOGY RESEARCH NEUROSCIENCE PHYSICAL AND MENTAL HEALTH RESEARCH EFFECTS THE BOTTOM LINE
  • WHILE AMIDST THIS RESEARCH …PERSONAL EXPERIENCE
  • Ned Hallowell recommends vitamin C (for connection) Need human moments on average once every 4 hours or stressful environment will shift brain activity from the frontal lobes of the brain to mid-brain that is less socially wise
  • Francis Fukuyama, professor at Johns Hopkins University, looked at “intermediate associations” i.e. groups comprised whose members were not related by blood
  • Several experts believe this is the case including Robert Putnam, Harvard professor and author of “Bowling Alone” David Myers, psychology professor and author of “American Paradox” Robert Lane, Yale professor and author of the “The Decline of Happiness in Market Democracies”
  • Adults who have social networks live 1/3 longer! Study done in Romanian orphanages showed importance of contact
  • Not only are 75 % of employees disengaged, of the 25% who are engaged only 10% align their behavior with organizational goals…that’s right only 1 out of 10 employees are giving their best efforts and focusing on what the organization wants them to do.
  • Employee engagement surveys typically measure enthusiasm, satisfaction and involvement
  • According to researchers at Gallup Polls, in the 90’s a major sociological shift occurred when more Americans began to define themselves by their jobs, job titles, and the brand image of their employers instead of defining themselves by their families and communities as they historically had done. This, by the way, is one thing that differentiates American’s from Europeans. In other words, the pride that people get from their association with their job has become even more important to them. To get a better understanding of this connection between work and self identity, let’s look at some examples. PEOPLE YEARNING FOR CONNECTION AND COMMUNITY AT WORK
  • In 2006 researchers at Florida State University surveyed more than 700 employees from a wide variety of professions, asking whether they had endured a history of abuse from their bosses. In 2007, the researchers asked 180 employees a slew of workplace performance questions. The found that workers who were abused retaliated in several ways.
  • 1984 Bulls drafted Jordan Cover of SI Media Lopsided scoring from “the supporting cast” Frustration Doug Collins work ethic , tasks Phil Jackson Jordan Rules 6 NBA championships and basketball dynasty Like most leaders today Collins focused on task excellence
  • FOCUS ON TASK EXCELLENCE IS NEVER ENOUGH NEED BE INTENTIONAL ABOUT DEVELOPING RELATIONSHIP EXCELLENCE TOO THE PATTERN : LEADERS AND STARS ENGAGED BUT 75% ARE NO STOP CARING, STOP COMMUNICATING, DECISION MAKERS DON’T GET INFO NEEDED TO MAKE OPTIMAL DECISIONS HOW ABOUT YOU?
  • Groups of 2-3 5 mins prep 5 mins share Nominate example the group needs to hear
  • THANKS ALL ORGS NOT ALIKE I BECAME INTERESTED… AS I SET OUT I MET WE LOOKED AT ALL THE AVENUES WE DISCOVERED A VARIETY OF FACTORS TIME AND AGAIN ONE FACTOR EXPLAINED FORCE OF CONNECTION….
  • What are your questions? How does this resonate with you and your organization? What stood out about this presentation? What wrong? What’s right and What’s missing?
  • THANKS ALL ORGS NOT ALIKE I BECAME INTERESTED… AS I SET OUT I MET WE LOOKED AT ALL THE AVENUES WE DISCOVERED A VARIETY OF FACTORS TIME AND AGAIN ONE FACTOR EXPLAINED FORCE OF CONNECTION….
  • Explain the element of Vision and how it makes people feel Patient Care 
To provide sensitive, high quality, cost effective health care services to all patients, regardless of ability to pay. Teaching 
To be the primary teaching hospital for the Yale University School of Medicine and offer training opportunities for nurses and allied health care professionals. Research 
 To provide the setting for ongoing clinical research that helps bring medical advances from the laboratory to the patient's bedside. Community Service 
 To serve the community as a public health advocate and provide support and services which respond to the area's health care needs through health education, health promotion and access to care.
  • It was conceived following Steve Jobs’return to Apple in 1996 after a 12-year exile. Apple had booted Jobs and brought in marketing pro John Scully to take Apple to the next level, which never happened. So the board of directors turned back to Steve Jobs for help. One of the first things Jobs did when he returned was to work with Apple’s ad agency to create the “Think Different” ad campaign. The campaign communicated that Apple people were more than technologists, they were innovators and artists who gave others like themselves the tools to change the world. The result was that it created a powerful emotional bond, a connection between Jobs, Apple employees, and Apple customers, who are, by the way, intensely loyal and evangelistic when it comes to spreading the gospel of Apple
  • What leaders model MATTERS
  • DISCUSSING THESE QUESTIONS WITH YOUR VISION/INSPIRING IDENTITY TEAM WILL HELP YOU FIND YOUR INSPIRING IDENTITY
  • THANKS ALL ORGS NOT ALIKE I BECAME INTERESTED… AS I SET OUT I MET WE LOOKED AT ALL THE AVENUES WE DISCOVERED A VARIETY OF FACTORS TIME AND AGAIN ONE FACTOR EXPLAINED FORCE OF CONNECTION….
  • Explain the element of Value and how it makes people feel.
  • MORE GRAMMYS THAN ANY BAND IN HISTORY BAND IS A FAMILY THERE IN TIMES OF NEED APPRECIATE EACH OTHER’S STRENGTHS SPLIT PROFIT FIVE EQUAL WAYS WITH MGR LARRY MULLEN MOM DIED WHEN HE WAS 14 EDGE’S DIVORCE ADAM CLAYTON’S DRUG AND ALCOHOL ADDITION DEATH THREAT TO BONO --> ADAM STEPPED IN FRON TO SHIELD HIM HOW CAN YOU SHOW YOU CARE: FLOWERS, CARD, NOTE, CASE OF BEN AND JERRYS ICE CREAM IN DRY ICE, CHOCOLATE, HUNTER THOMPSON SENT A TREE
  • WILDLY SUCCESSFUL COMPANY BOUGHT BY DISNEY PIXAR UNIVERSITY 90 + CLASSES - DRAWING, FILMAKING, YOGA, ETC. ED CATMUL CEO ON DOWN IN CLASSES TOGETHER 4 HOURS A WEEK ALIENUS NON DEITUS =ALONE NO LONGER
  • 2000 started….Met w/95% of new employees! Travels one day each week “ most airlines treat passengers like cattle and that Jet Blue is different because they make personal connections with their passengers.” Makes them feel valued 2007 Valentines Day massacre…emails, YouTube, Letterman recovered customer goodwill
  • Studies have shown that we all have basic needs – come up with different paradigm – you cannot stop this, everyone has these needs What we have found to be true for basic human needs Meeting these needs determines the degree of connection
  • Studies have shown that we all have basic needs – come up with different paradigm – you cannot stop this, everyone has these needs What we have found to be true for basic human needs Meeting these needs determines the degree of connection
  • Examples Ignore, exclude or insult someone and they feel hurt Patronize or act condescending and it will anger people
  • We reproduce who we are! Share your good qualtiies – share your gold with other
  • THANKS ALL ORGS NOT ALIKE I BECAME INTERESTED… AS I SET OUT I MET WE LOOKED AT ALL THE AVENUES WE DISCOVERED A VARIETY OF FACTORS TIME AND AGAIN ONE FACTOR EXPLAINED FORCE OF CONNECTION….
  • Explain the element of Voice and how it makes people feel.
  • Actively seeks people’s opinions. He will tell them what’s honestly on his mind before he asks them to share He encourages them to “get the moose out of the closets” before they grow into bigger problems. In his first 12 months, Lafley led an effort that resulted in a fivefold increase in employee approval of P&G’s leadership and soaring profitability and stock price... so much so that P&G was able to acquire the Gillette Corporation.
  • Columbia and the Challenger Failed to encourage people to share their concerns Viewed as being negative A disengaged work environment is more subtle than the explosion of the Columbia space shuttle, but can have similar negative consequences. The following film clip shows how the effect of this kind of environment can seriously disengage our employees and hurt the business we are trying to build.
  • Knowledge Flow benefits organizations in several ways. It keeps people in the loop so they have a shared base of knowledge and feel like part of the team. It also creates a marketplace of ideas and opinions so that decision-makers are better informed and everyone is more creative from exposure to the marketplace of ideas.
  • NEURAL NETWORKS LIKE PATHS IN A THINK FOREST …NOT EASY TO CARVE OUT NEW PATHS….CONSUMES MORE ENERGY Take a few moments and discuss with your group what a high Knowledge Flow environment would look like in your organization. Then, write up 10 Rules of the Road on how to create such an environment. How do we become experts at this so that it is not just a task? How do we maintain a connection with our employees so that it is real, and not superficial. Knowledge Flow does not work if we go through the motions of listening, or if we just set up a knowledge flow meeting. How can we make it genuine? How can we truly engage our people so that they bring their whole self to the table and share their ideas and solutions?
  • GE hotline
  • You have regular check ups with others that you are relating to in your world to make sure that your relationships are on track and growing. Amnesty meetings – one on one meetings where we remove the stumbling blocks in our relationships. Mentors – Meetings with mentors who can advise your relating patterns and help you grow. Relational bank account – deposits and with drawls. How are you making deposits into one anothers accounts in order to build trust and connection with in your team? It is not just what you share but how you share it. Do you share your knowledge with one another in love (from a desire to build some one up) or from anger (a desire to tear one another down) or simply functionally (like a robot)? What is your relational connection quotient?
  • Knowledge Traps are like plaque in artreries, they stop the flow of something that is essential to operate at our peak
  • What is going on here? How might people feel engaged? We will pass out a survey to bring to light some of these concepts. Mark an «X» next to the statements that apply to our work environment. Wait a couple of minutes… If you a lot of «x's» in the top half of the sheet you probably feel the way many people realistically feel about Knowledge Flow. If you have a lot of «x's» in the bottom half, you should be ready to share your experiences with the rest of us!
  • An organization with strong knowledge flow will create: 1) safe place to share ideas 2) intentional times to get together as a team 3) ground rules for listening and respecting each other And ultimately, an organization with Knowledge Flow will:
  • The Leader frames the discussion “ Here’s what I’m thinking right now!” 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?” Ground rules for discussion. “ We want actionable ideas not personal attacks.” Follow up “ Affirm in writing the people who gave useful ideas.” Appreciate the truth teller. People who share an idea that is not in the public consensus are viewed in a negative light, so understand the courage it takes to bring about new ideas and make the environment as safe as possible so as not to stifle great ideas.
  • THANKS ALL ORGS NOT ALIKE I BECAME INTERESTED… AS I SET OUT I MET WE LOOKED AT ALL THE AVENUES WE DISCOVERED A VARIETY OF FACTORS TIME AND AGAIN ONE FACTOR EXPLAINED FORCE OF CONNECTION….
  • What are your questions? How does this resonate with you and your organization? What stood out about this presentation? What wrong? What’s right and What’s missing?
  • We begin our section on committed members with a quote by the legendary basketball coach John Wooden “ Ability may get you to the top but it takes character to keep you there” Wooden is right, it all comes down to character. Character strengths are critical because they determine whether people do what’s best for their organizations
  • 24 universal character strengths identified by Peterson and Seligman. global study of the character strengths that philosophers and religious leaders throughout history have identified. Seligman is the former president of the American Psychology Association and a psychology professor at Penn. He has led a movement of leading psychologists to study the attributes that make people healthy and this is part of his effort to define the potential list of character strengths that social scientists should study to see if people who have these character strengths possess superior mental and physical health (Review the character strengths sheet) When we look at a successful leader, we can identify the character strengths that helped make him successful. As an example, let’s look at a great example of a CM: General George Marshall
  • PEELED BACK THE ONION ANOTHER LAYER 1. STEVE JOBS OF APPLE---PURPOSE---PASSION FOR EXCELLENCE AND BEAUTY 2. DAVID NEELEMAN OF JET BLUE--LOVE OF PEOPLE, FAIRNESS, KINDNESS, FORGIVENESS, SOCIAL INTELLIGENCE 3. AG LAFLEY OF P&G --- HUMILITY, OPENMINDEDNESS, CURIOSITY, WISDOM, LOVE OF LEARNING
  • THANKS ALL ORGS NOT ALIKE I BECAME INTERESTED… AS I SET OUT I MET WE LOOKED AT ALL THE AVENUES WE DISCOVERED A VARIETY OF FACTORS TIME AND AGAIN ONE FACTOR EXPLAINED FORCE OF CONNECTION….
  • The first type of person required to bring value, vision and voice to an environment is the committed member. One CM who emerged during the Revolutionary War was a Frenchmen…here’s his story. Wealthy, sailed to America, volunteered to fight and in a letter to John Hancock pledged his “life, liberty and sacred honor” to the American cause, commissioned as a lieutenant general became and aide de camp to G. Washington
  • Wounded in the Battle of Brandywine and became an essential player at Yorktown. Called the “conqueror of Cornwallis”
  • He was known to encourage others about Glorious Cause of liberty
  • Lived alongside the soldiers despite his wealth, bought shoes and clothing for them with his own money
  • He was know to seek out the common soldiers and ask them what they learned in battle…he called the common soldiers his greatest teachers and they called him “our Marquis” and the “soldiers friend”
  • He is none other than [Full name]….The Marquis de Lafayette An excellent new biography actually attributes the French military support that Lafayette secured along with his military role and exhuberent, optimistic attitude as causing the war to tip in the favor of the Americans
  • The rest of the story is even more remarkable. Lafayette becomes involved in the French evolution and sent the key to the notorious Bastille prison to George Washington. It is now displayed in Mount Vernon.
  • What made George Washington a great leader? How did he lead a ragtag group of colonial soldiers to defeat the greatest military power at the time? Probably a whole host of factors but one factor is that he helped create an engaging environment. He wasn’t in it for power, in fact, here is the painting that commemorate that rare event in history, a military leader handing over his power to become a private citizen. The rarity of this event moved King George to remark when he heard it that if it were true Washington was indeed the greatest man in the world.”
  • It’s a natural law whether you like it or not The human tendency is to drift away from the five element…the grerat keeps the organization on course on these five elements
  • FOCUS ON TASK EXCELLENCE IS NEVER ENOUGH NEED BE INTENTIONAL ABOUT DEVELOPING RELATIONSHIP EXCELLENCE TOO THE PATTERN : LEADERS AND STARS ENGAGED BUT 75% ARE NO STOP CARING, STOP COMMUNICATING, DECISION MAKERS DON’T GET INFO NEEDED TO MAKE OPTIMAL DECISIONS HOW ABOUT YOU?

Creating a Culture to Achieve Sustainable Success Creating a Culture to Achieve Sustainable Success Presentation Transcript

  • LEARNING FOR LIFE Creating a Connection Culture
  • RESEARCH AND FINDINGS
  • FORMULA FOR SUCCESS + Task Excellence Relationship Excellence
  •  
  • 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.
  • THE CONNECTION CULTURE
    • 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 CULTURE
    • 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?
    • 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?
    • 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 Elements
    • Inspiring Identity
    • Human Value
    • Knowledge Flow
    • Enabling Elements
    • Committed Members
    • Servant Leaders
    Enabling Elements are the types of people who believe and behave in a way that increase connection.
  • WORKSHOP ELEMENT #1 INSPIRING 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:
    • Innovate, bring something new to the world.
    • Inspire your team to reach a challenging goal.
    • Clarify and communicate your Inspiring Identity upfront (the mission , v alues and the reputation you intend to build).
    • Consistently communicate your inspiring identity.
    • Employ the power of the pen.
    • 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
    • When have you felt proud and why?
    • What do we stand for?
    • Where are we going?
    • How will we get there?
    • Why is it important?
    • How are we doing?
  • WORKSHOP ELEMENT #2 HUMAN 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:
    • Respect
    • Recognition
    • Belonging
    • Autonomy (freedom)
    • Personal growth
    • Meaning
    • Sources: 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
    • Make a human connection with as many people as possible.
    • Treat and speak to others as partners.
    • Help people find the right roles.
    • Educate, inform, and listen to employees.
    • Decentralize decision making.
    • Recognize the need for work/life balance.
  • VALUE
    • Human Value – delete what devalues
    • Eliminate disrespectful, condescending and rude behavior.
    • Balance criticism with encouragement.
    • Be slow to commission new leaders (first evaluate their task excellence and connection capability).
    • Minimize unnecessary rules and excessive controls.
    • Eliminate excessive signs of hierarchy.
    • Confront and discipline devaluing leaders.
  • WORKSHOP ELEMENT #3 KNOWLEDGE 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:
    • Increases connection and fires up people.
    • Helps decision makers make better decisions.
    • 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
    • No personal attacks.
    • Be quick to apologize when needed.
    • 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
  • 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 Sessions
    • 1. 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
    • How is the balance in your “relational bank account” those you need to work with?
    • In what ways can we move towards being slow to speak and quick to listen?
  • WORKSHOP ELEMENT #4 COMMITTED MEMBERS
  • ELEMENTS OF CONNECTION Core Elements 1. Human Value 2. Inspiring Identity 3. Knowledge Flow Enabling Elements 4. Committed Members 5. 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
    • Develop habits that reflect character strengths.
    • Build high trust relationships with people who want to develop good character.
    • Undertake periodic checkups – 360 reviews.
    • Study and celebrate the character of intentional connectors.
    • Select, measure and promote leaders who have character strengths and who connect.
  • WORKSHOP ELEMENT #5 SERVANT 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 Mulcahy Former CEO, Xerox
  • ELEMENT #1: INSPIRING IDENTITY People around King George referred to the colonists as “rabble”
  • ELEMENT #1: INSPIRING IDENTITY 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
  • ELEMENT #2: HUMAN VALUE 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 .” ELEMENT #2: HUMAN VALUE 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
  • ELEMENT #3: KNOWLEDGE FLOW He was known as a listener and one who considered the opinions of others.
  • ELEMENT #4: COMMITTED MEMBERS
  • Became the “Conqueror of Cornwallis” ELEMENT #4: COMMITTED MEMBERS
  • ELEMENT #1: INSPIRING IDENTITY The “Glorious Cause” of Liberty - Lafayette
  • ELEMENT #2: HUMAN VALUE Sacrificed for the soldiers at Valley Forge
  • ELEMENT #3: KNOWLEDGE FLOW “ the common soldier was my greatest teacher” - Lafayette
  • If it weren’t for this Frenchman…Americans today might be British! ELEMENT #4: COMMITTED MEMBERS
  • “ 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 #4: COMMITTED MEMBERS
  • 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 CONNECTION CULTURE
  • 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.
    • ?
    • ?
    • ?
  • Next Steps:
    • Read Fired Up or Burned Out.
    • Connection Culture Assessment
    • Executive life coaching
    THE CONNECTION CULTURE
  • THE CONNECTION CULTURE QUESTIONS?