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

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Creating a Culture to Achieve Sustainable Success

  1. 1. LEARNING FOR LIFE Creating a Connection Culture
  3. 3. FORMULA FOR SUCCESS + Task Excellence Relationship Excellence
  6. 7. HUMAN NEEDS AT WORK <ul><li>Meaning </li></ul><ul><li>Personal Growth </li></ul>Source: E Pluribus Partners Research <ul><li>Autonomy (Freedom) </li></ul><ul><li>Recognition </li></ul><ul><li>Belonging </li></ul><ul><li>Respect </li></ul>
  7. 8. PSYCHIATRY <ul><li>Lack of connection at work </li></ul><ul><li>Loneliness </li></ul><ul><li>Isolation </li></ul><ul><li>Confusion </li></ul><ul><li>Distrust </li></ul><ul><li>Disrespect </li></ul><ul><li>Dissatisfaction </li></ul>
  8. 9. POLITICAL SOCIOLOGY <ul><li>Nations with higher social capital (i.e. connection) have: </li></ul><ul><li>Higher economic growth </li></ul><ul><li>Greater trust </li></ul><ul><li>More cooperation </li></ul>
  9. 10. POLITICAL SOCIOLOGY <ul><li>Since WWII, happiness declined although economic prosperity increased dramatically </li></ul><ul><li>Anxiety/depression increased </li></ul><ul><li>Experts believe it’s attributable to a lack of connection and community </li></ul>
  10. 11. SOCIAL SCIENCE <ul><li>Social scientists have learned connection = positive impact </li></ul><ul><li>Babies held, interacted with = healthier </li></ul><ul><li>Students connect with teacher = better academic performance </li></ul><ul><li>Patients with greater social support = recover faster </li></ul><ul><li>Adults with connection = more creative, better problem solvers </li></ul><ul><li>Seniors who have social relationships = live longer </li></ul><ul><li>Sources : Carlson, 1998; Rosenthal and Jacobson, 1992; Resnick, 1997; Cohen, 1997; Berkman, 1979; Baumeister, 2003; MacArthur Foundation Study, 1998 </li></ul>
  11. 12. NEUROSCIENCE <ul><li>Neuroscience has shown that connection: </li></ul><ul><li>Reduces stress hormones (epinephrine, norepinephrine, cortisol) </li></ul><ul><li>Increases dopamine which enhances attention and pleasure </li></ul><ul><li>Increases serotonin which reduces fear and worry </li></ul><ul><li>Increases oxytocin which makes us more trusting of others </li></ul>
  12. 13. ORGANIZATIONAL BEHAVIOR <ul><li>Employee Engagement Study </li></ul><ul><li>50,000 employees </li></ul><ul><li>Emotional factors are four times as effective as rational factors when it comes to employee effort </li></ul><ul><li>Engaged (connected) employees are 20% more productive than the average employee </li></ul>Source: Corporate Executive Board
  13. 14. CURRENT WORK ENVIRONMENT <ul><li>Why should you care? </li></ul><ul><li>Employee trust and cooperation are low </li></ul><ul><li>75% of employees are not engaged at work! </li></ul><ul><li>America: 101,000,000 employees </li></ul>
  15. 16. WORK BECOMING MORE IMPORTANT <ul><li>Beginning in the 1990s, work became a greater part of Americans’ self-definition than family and community. </li></ul><ul><li> - The Gallup Poll </li></ul>
  16. 17. CURRENT WORK ENVIRONMENT <ul><li>Florida State University Survey </li></ul><ul><li>When Bosses Behave Badly – </li></ul><ul><li>employees retaliate: </li></ul><ul><li>30% slowed down or purposely made errors vs. 6% of those not reporting abuse. </li></ul><ul><li>27% purposely hid from the boss vs. 4% of those not abused. </li></ul><ul><li>33% confessed to not putting in maximum effort vs. 9% of those not abused. </li></ul><ul><li>29% took sick time off even when not ill vs. 4% of those not abused. </li></ul><ul><li>25% took more or longer breaks vs. 7% of those not abused. </li></ul>
  17. 18. THE OPPORTUNITY <ul><li>“ 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 .” </li></ul><ul><li>James Clifton </li></ul><ul><li>CEO, Gallup Organization </li></ul>
  18. 19. HISTORY <ul><li>Great Leaders </li></ul><ul><ul><li>Queen Elizabeth I </li></ul></ul><ul><ul><li>George Washington </li></ul></ul><ul><ul><li>Dwight D. Eisenhower </li></ul></ul><ul><ul><li>Winston Churchill </li></ul></ul><ul><ul><li>John Wooden </li></ul></ul><ul><ul><li>Frances Hesselbein </li></ul></ul><ul><ul><li>Anne Mulcahy </li></ul></ul><ul><ul><li>A.G. Lafley </li></ul></ul>Lessons from great and failed leaders of nations, businesses, sports teams and the social sector <ul><ul><li>Failed Leaders </li></ul></ul><ul><ul><li>King George III </li></ul></ul><ul><ul><li>Montezuma </li></ul></ul><ul><ul><li>Napoleon </li></ul></ul><ul><ul><li>Frederick the Great (later years) </li></ul></ul><ul><ul><li>Dictators </li></ul></ul><ul><ul><li>Communist leaders </li></ul></ul><ul><ul><li>Howell Raines </li></ul></ul><ul><ul><li>Phil Purcell </li></ul></ul>
  19. 20. FRANCES HESSELBEIN <ul><li>“ Great leader” - Peter Drucker </li></ul><ul><li>Girl Scouts of the USA </li></ul><ul><li>Inclusive in planning </li></ul><ul><li>Stayed connected to people </li></ul><ul><li>Results: Saved Girl Scouts from extinction and transformed it into 3.5 million Girl Scouts, paid staff of 6,000 and 730,000 volunteers </li></ul>
  20. 22. CONNECTION: THE BOTTOM LINE <ul><li>Mentally and physically healthier </li></ul><ul><li>More trusting </li></ul><ul><li>More productive </li></ul><ul><li>More cooperative </li></ul><ul><li>More creative </li></ul><ul><li>Better problem solvers </li></ul>Connection = Flourishing, Life Disconnection = Disfunction, Death
  21. 23. <ul><li>Family mobility </li></ul><ul><li>Divorce </li></ul><ul><li>More parents in workforce </li></ul><ul><li>Diminished company-employee loyalty </li></ul><ul><li>Technology can foster anonymity, isolation </li></ul><ul><li>Lower participation in community-based organizations </li></ul>LESS CONNECTION TODAY
  22. 24. <ul><li>Changing values: </li></ul><ul><li>More relational </li></ul><ul><li>Stories and narrative </li></ul><ul><li>Authenticity </li></ul><ul><li>Ethnic diversity </li></ul><ul><li>Experiential participation </li></ul>YOUNGER GENERATIONS
  23. 25. THE CORPORATE EQUATION + Task Excellence Relationship Excellence = The Connection Culture
  24. 26. THE FORCE OF CONNECTION Like the wind in the trees An invisible force between human beings that promotes trust, cooperation and “esprit de corps”!
  25. 27. THE FORCE OF CONNECTION <ul><li>Definition - A bond based on shared identity , empathy and understanding that moves self-centered individuals toward group-centered membership. </li></ul>
  26. 28. THE CONNECTION CULTURE <ul><li>We need to put the corpus back into corporation ! </li></ul><ul><li>“ Corpus” is Latin for body </li></ul><ul><li>Cor·po·ra·tion (kôr'pə-rā'shən) n. </li></ul><ul><li>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 . </li></ul><ul><li>A group of people combined into or acting as one body. </li></ul>
  27. 29. THE CONNECTION CULTURE <ul><li>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? </li></ul><ul><li>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? </li></ul><ul><li>How do the members of your organization most effectively and efficiently increase connection? </li></ul>
  30. 32. ELEMENTS OF CONNECTION <ul><li>Core Elements </li></ul><ul><li>Inspiring Identity </li></ul><ul><li>Human Value </li></ul><ul><li>Knowledge Flow </li></ul><ul><li>Enabling Elements </li></ul><ul><li>Committed Members </li></ul><ul><li>Servant Leaders </li></ul>Enabling Elements are the types of people who believe and behave in a way that increase connection.
  32. 34. INSPIRING IDENTITY (“VISION”) <ul><li>When everyone in the organization is </li></ul>proud of the reputation. united by the values, and motivated by the mission,
  33. 35. VISION <ul><li>Steve Jobs and “Think Different” </li></ul>
  34. 37. <ul><li>Leaders must embody the identity of the organization. </li></ul><ul><li>Leaders reproduce who they are. </li></ul><ul><li>Over time, the organization identity will reflect the identity of its leaders. </li></ul><ul><li>What do leaders stand for and model to others? </li></ul>VISION Role of the Leader
  35. 38. VISION <ul><li>Create meaning in your organization: </li></ul><ul><li>Innovate, bring something new to the world. </li></ul><ul><li>Inspire your team to reach a challenging goal. </li></ul><ul><li>Clarify and communicate your Inspiring Identity upfront (the mission , v alues and the reputation you intend to build). </li></ul><ul><li>Consistently communicate your inspiring identity. </li></ul><ul><li>Employ the power of the pen. </li></ul><ul><li>Establish your “Vision Team” for ideas and feedback. </li></ul><ul><li>Reflective Question: What is one thing you could do in the next 48 hours from the above list? </li></ul>
  36. 39. QUESTIONS FOR YOUR VISION TEAM <ul><li>When have you felt proud and why? </li></ul><ul><li>What do we stand for? </li></ul><ul><li>Where are we going? </li></ul><ul><li>How will we get there? </li></ul><ul><li>Why is it important? </li></ul><ul><li>How are we doing? </li></ul>
  38. 41. HUMAN VALUE (“VALUE”) <ul><li>When everyone in the organization </li></ul>understands the needs of people, appreciates their positive, unique contributions, and helps others achieve their potential.
  39. 42. VALUE
  40. 43. VALUE Pixar
  41. 44. VALUE
  42. 45. Jet Blue’s Values <ul><li>Humility - Jet Blue CEO flies one day a week to serve meals, clean planes, help luggage handlers. </li></ul><ul><li>Cares about crew - Jet Blue CEO meets with 95% of new crew on their first day, knows many of their names and/or stories </li></ul><ul><li>Cares about customers - hires and promotes friendly people who make a personal connection with customers </li></ul><ul><li>Passion - CEO is very high energy (had ADD) </li></ul>VALUE
  43. 46. Jet Blue - Attracting Employees <ul><li>In 2002, Jet Blue had to fill 2,000 crew member jobs… </li></ul><ul><li>it received 130,000 applications! </li></ul>VALUE
  44. 47. VALUE <ul><li>Understands psychological needs of people </li></ul><ul><li>Human needs at work: </li></ul><ul><li>Respect </li></ul><ul><li>Recognition </li></ul><ul><li>Belonging </li></ul><ul><li>Autonomy (freedom) </li></ul><ul><li>Personal growth </li></ul><ul><li>Meaning </li></ul><ul><li>Sources: Ryan and Deci, Maslow, Frankl, Csikszentmihalyi, Banks </li></ul>Lack of connection > deficit need dysfunctional behavior
  45. 48. VALUE <ul><li>Reflective Question: Which of the human needs do you see most quickly promoting dysfunctional behavior when they are not met? </li></ul><ul><li>Human needs at work: </li></ul><ul><li>Respect </li></ul><ul><li>Recognition </li></ul><ul><li>Belonging </li></ul><ul><li>Autonomy (Freedom) </li></ul><ul><li>Personal Growth </li></ul><ul><li>Meaning </li></ul>
  46. 49. <ul><li>1. Understanding human nature </li></ul><ul><li>Everyone has: </li></ul><ul><li>Heart (Spirit, Will, Desires) </li></ul><ul><li>Soul (Emotions, Conscience, Intuition) </li></ul><ul><li>Mind (Thoughts, Knowledge base, Plan) </li></ul><ul><li>Strength (Body, Energy, Capabilities) </li></ul><ul><li>Treat everyone as if this were true… always . </li></ul>VALUE
  47. 50. VALUE <ul><li>2. Appreciate positive, unique contributions -When we show appreciation for others, it helps meet their needs for recognition and belonging. </li></ul><ul><li>Know my story </li></ul><ul><li>How well do you know the people you work with? </li></ul><ul><li>What is their background? </li></ul><ul><li>What are their dreams and ambitions? </li></ul><ul><li>What motivates them? </li></ul><ul><li>Who is important in their life? </li></ul><ul><li>What qualities do they strive for? </li></ul>
  48. 51. VALUE <ul><li>3. Help others achieve their potential </li></ul><ul><li>Encourage personal growth </li></ul><ul><ul><li>Coaching and mentoring </li></ul></ul><ul><ul><li>Honest feedback is essential to </li></ul></ul><ul><ul><li>see our blind spots </li></ul></ul><ul><ul><li>Share your gold with others! </li></ul></ul>Encourage vocational growth - development courses
  49. 52. VALUE <ul><li>Human Value – Dial Up the Value </li></ul><ul><li>Make a human connection with as many people as possible. </li></ul><ul><li>Treat and speak to others as partners. </li></ul><ul><li>Help people find the right roles. </li></ul><ul><li>Educate, inform, and listen to employees. </li></ul><ul><li>Decentralize decision making. </li></ul><ul><li>Recognize the need for work/life balance. </li></ul>
  50. 53. VALUE <ul><li>Human Value – delete what devalues </li></ul><ul><li>Eliminate disrespectful, condescending and rude behavior. </li></ul><ul><li>Balance criticism with encouragement. </li></ul><ul><li>Be slow to commission new leaders (first evaluate their task excellence and connection capability). </li></ul><ul><li>Minimize unnecessary rules and excessive controls. </li></ul><ul><li>Eliminate excessive signs of hierarchy. </li></ul><ul><li>Confront and discipline devaluing leaders. </li></ul>
  52. 55. KNOWLEDGE FLOW (“VOICE”) <ul><li>When everyone in the organization </li></ul>safeguards relational connections. shares ideas and opinions honestly, and seeks the ideas of others,
  53. 56. VOICE <ul><li>Case study: A.G. Lafley </li></ul><ul><li>CEO of Procter & Gamble </li></ul><ul><li>Seeks people’s opinions </li></ul><ul><li>Open-minded and honest </li></ul><ul><li>Get the “moose out of the closets” </li></ul><ul><li>First year: 2.5X increase in employee approval of P&G’s leadership </li></ul><ul><li>Second year: soaring profitability and stock price helped fund acquisition of Gillette </li></ul>
  54. 58. VOICE <ul><li>Three Benefits of Knowledge Flow: </li></ul><ul><li>Increases connection and fires up people. </li></ul><ul><li>Helps decision makers make better decisions. </li></ul><ul><li>Increases creativity and innovation. </li></ul>
  55. 59. <ul><li>1. Seeks the ideas of others </li></ul><ul><li>We don’t have all the answers! </li></ul><ul><li>Be quick to listen, slow to speak and slow to become angry. </li></ul><ul><li>Neurological pathways are set - - </li></ul><ul><li>we must intentionally break free of them and seek new paths! </li></ul>VOICE
  56. 60. <ul><li>2. Shares ideas and opinions honestly </li></ul><ul><li>Speak truth to power </li></ul><ul><li>Never become a “yes man” </li></ul><ul><li>Stand up for what you believe </li></ul><ul><li>Share your ideas </li></ul>VOICE
  58. 62. VOICE <ul><li>3. Safeguards Relational Connections </li></ul><ul><li>Be intentional! </li></ul><ul><li>Relational Bank Accounts </li></ul><ul><li>Mentors </li></ul>
  59. 63. Safeguards Relational Connections <ul><li>No personal attacks. </li></ul><ul><li>Be quick to apologize when needed. </li></ul><ul><li>Give the benefit of the doubt -- accept the apologies of others without holding grudges. </li></ul>VOICE
  60. 64. Remember the Three “S” <ul><li>Seek </li></ul><ul><li>Share </li></ul><ul><li>Safeguard </li></ul>VOICE
  61. 65. VOICE
  62. 66. VOICE
  63. 67. 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
  64. 68. Best practice: Knowledge Flow Sessions <ul><li>1. The leader frames the discussion </li></ul><ul><ul><li>“ Here’s what I’m thinking!” </li></ul></ul><ul><li>2. The leader grants permission for knowledge flow. </li></ul><ul><ul><li>“ No one has a monopoly on good ideas so tell me what’s right, what’s wrong and what’s missing?” </li></ul></ul><ul><li>3. Ground rules for discussion. </li></ul><ul><ul><li>“ We want actionable ideas not personal attacks.” </li></ul></ul><ul><li>4. Follow up </li></ul><ul><ul><li>“ Affirm in writing the people who gave useful ideas.” </li></ul></ul><ul><li>5. Appreciate the truth teller. </li></ul><ul><ul><li>“ Make heroes out of people who speak truth to power!” </li></ul></ul>VOICE
  65. 69. VOICE <ul><li>To increase Knowledge Flow: </li></ul><ul><li>Promote a culture of responsiveness </li></ul><ul><li>Encourage people to be inquisitive </li></ul><ul><li>Encourage external awareness </li></ul><ul><li>Increase the diversity of participants </li></ul><ul><li>Seek opinions, reward courage </li></ul><ul><li>Promote a culture of experimentation </li></ul><ul><li>Be sure to safeguard relational connections </li></ul>
  66. 70. QUESTIONS TO CONSIDER <ul><li>How is the balance in your “relational bank account” those you need to work with? </li></ul><ul><li>In what ways can we move towards being slow to speak and quick to listen? </li></ul>
  68. 72. 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.
  69. 73. COMMITTED MEMBERS Definition People in the organization who are: Committed to task excellence, Promoting the Connection Culture, and Living out character strengths and virtues.
  70. 74. “… 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
  71. 75. “ Ability may get you to the top but it takes character to keep you there.” -- Legendary UCLA basketball coach John Wooden CHARACTER STRENGTHS
  72. 76. “ 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
  73. 77. American Psychology Association study Leading psychologists Global study Identified 24 specific character strengths COMMITTED MEMBERS
  74. 78. CHARACTER STRENGTHS <ul><li>Creativity Persistence Perspective/Wisdom </li></ul><ul><li>Spirituality/Purpose Vitality Hope/Optimism </li></ul><ul><li>Citizenship Love of Learning Bravery </li></ul><ul><li>Integrity Prudence Curiosity </li></ul><ul><li>Kindness Leadership Love of People </li></ul><ul><li>Fairness Self-regulation Forgiveness/Mercy </li></ul><ul><li>Social Intelligence Gratitude Humor </li></ul><ul><li>Humility/Modesty Open Mindedness Appreciation of Beauty & Excellence </li></ul>Source: Character Strengths and Virtues by Peterson and Seligman (2004)
  76. 80. COMMITTED MEMBERS <ul><li>Character Committed </li></ul><ul><li>Develop habits that reflect character strengths. </li></ul><ul><li>Build high trust relationships with people who want to develop good character. </li></ul><ul><li>Undertake periodic checkups – 360 reviews. </li></ul><ul><li>Study and celebrate the character of intentional connectors. </li></ul><ul><li>Select, measure and promote leaders who have character strengths and who connect. </li></ul>
  78. 82. 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.
  79. 83. SERVANT LEADERS <ul><li>Committed Members will be frustrated with processes, procedures and people who impair their ability to make progress. </li></ul><ul><li>Servant Leaders are proactive in training members to function with excellence and get them what they need to get their job done well. </li></ul><ul><li>They also identify obstacles to either task excellence or the connection culture and remove them. </li></ul>Anne Mulcahy Former CEO, Xerox
  80. 84. ELEMENT #1: INSPIRING IDENTITY People around King George referred to the colonists as “rabble”
  81. 85. ELEMENT #1: INSPIRING IDENTITY Our “Glorious Cause” Our “Noble Cause” Our “Cause of Virtue”
  82. 86. ELEMENT #2: HUMAN VALUE The colonists felt like they were being treated like slaves. Source: Ideological Origins of the American Revolution , Bernard Bailyn
  83. 87. ELEMENT #2: HUMAN VALUE He was known for his devotion to the people he was responsible for leading.
  84. 88. “ 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
  85. 89. ELEMENT #3: KNOWLEDGE FLOW He imposed taxes without the colonists’ consent or the consent of their representatives
  86. 90. ELEMENT #3: KNOWLEDGE FLOW He was known as a listener and one who considered the opinions of others.
  88. 92. Became the “Conqueror of Cornwallis” ELEMENT #4: COMMITTED MEMBERS
  89. 93. ELEMENT #1: INSPIRING IDENTITY The “Glorious Cause” of Liberty - Lafayette
  90. 94. ELEMENT #2: HUMAN VALUE Sacrificed for the soldiers at Valley Forge
  91. 95. ELEMENT #3: KNOWLEDGE FLOW “ the common soldier was my greatest teacher” - Lafayette
  92. 96. If it weren’t for this Frenchman…Americans today might be British! ELEMENT #4: COMMITTED MEMBERS
  93. 97. “ 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
  94. 98. ELEMENT #5: SERVANT LEADERS “… [George Washington] is the greatest man in the world” – King George III
  95. 99. <ul><li>“ 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).” </li></ul><ul><li>Political Sociologist Francis Fukuyama </li></ul>THE CONNECTION CULTURE
  96. 100. THE CORPORATE EQUATION + Task Excellence The Connection Culture
  97. 101. <ul><li>Become an Intentional Connector </li></ul><ul><li>Who will you be at home, at work and in your community? </li></ul><ul><li>Intentional connector </li></ul><ul><li>Unintentional disconnector </li></ul><ul><li>Intentional disconnector </li></ul>THE CHALLENGE
  98. 102. TODAY’S GOAL <ul><li>Three specific actions you will </li></ul><ul><li>implement immediately. </li></ul><ul><li>? </li></ul><ul><li>? </li></ul><ul><li>? </li></ul>
  99. 103. Next Steps: <ul><li>Read Fired Up or Burned Out. </li></ul><ul><li>Connection Culture Assessment </li></ul><ul><li>Executive life coaching </li></ul>THE CONNECTION CULTURE