This week I want to share two outstanding TED Talks with you that demonstrate how both quantitative and qualitative research are coming to the conclusion that human connection improves the quality and length of our lives.
I’d encourage you to watch the entire talks (by clicking on the subtitle). For those who don’t have time, a few highlights follow.
Many thanks to CausePlanet founder Denise McMahan for inviting me to participate in her podcast on the importance of culture in nonprofit organizations. Listen to our conversation and learn more about the benefits of connection.
||CausePlanet Podcast: Avoid Burnout by Getting Your People Connected
I recently had the opportunity to speak with Jim Blasingame, host of the The Small Business Advocate radio program, about the factors that have made Costco a great place to work. Listen to our conversation.
||August 22, 2017
||Interview with Jim Blasingame: What is Costco’s Secret to Being a Great Place to Work?
||The Small Business Advocate
Costco Wholesale moved in front of Google to earn the title of America’s best large employer this year. To determine America’s best employer each year, Statista and Forbes survey 30,000 workers at U.S. organizations, asking them questions about their work experience. Costco has consistently appeared in the top three. Clearly, Costco is doing something right.
It was an inspiring day today as I learned about Costco’s connection culture, gave a keynote speech to company managers, and met company co-founder Jim Sinegal.
Alan Mulally Endorses “Connection Culture”
Many thanks to Alan Mulally, retired CEO of Boeing Commercial Airplanes and The Ford Motor Company, for his kind endorsement of our book “Connection Culture.”
“Connection Culture really captures the why and how to mobilize an organization to work together toward a compelling vision. The insights about the unique contributions of the leader and the leadership team are especially useful.” – Alan Mulally
Learn more about the book.
I’m thrilled to be giving the keynote speech at Costco’s Annual International Managers Meeting. Approximately 1,300 Costco leaders will learn what makes a Connection Culture so powerful and how they can be intentional about preserving their organization’s unique culture.
||August 2, 2017
||Keynote Speech at Costco's Annual International Managers Meeting
To consider me for your speaking event, click here.
Marianjoy Rehabilitation Hospital, a part of Northwestern Medicine, is an elite performing healthcare organization in terms of patient satisfaction, employee engagement and financial performance. Marianjoy is composed of a network of 500 inpatient medical acute/sub-acute beds and outpatient rehabilitation services delivering a full range of multispecialty services to adults and children in the greater Chicagoland area. More than 50,000 patients receive care within the Marianjoy service network annually.
Marianjoy is led by Kathleen Yosko, its president and CEO. A life-long learner, Ms. Yosko, in addition to being a nurse by background, has earned M.B.A. and Ph.D. degrees. Ms. Yosko is a source of inspiration to the people she leads. She is an example of a leader who communicates an inspiring vision and lives it, as can be seen throughout her remarkable career.
In June of 2000, the combative Durk Jager resigned as CEO of Procter & Gamble after a tenure that had lasted only seventeen months. When he left P&G, its stock had declined 50 percent, it had lost $320 million in the most recent quarter, half of its brands were losing market share, and the firm was struggling with morale problems.
The prevalence and extreme nature of star systems in organizations today contribute to widespread employee disconnection and disengagement, particularly among core employees.
Employees can be regarded as stars, core employees, or strugglers. Stars are superior performers. They are either a part of senior management or on track to move up the organization’s hierarchy. Core employees are valuable contributors but not stars. Strugglers perform poorly, some for temporary reasons and others because they may not fit well in their roles or with the organization.