Congratulations and happy birthday to my friend David Zinger, founder of the Employee Engagement Network. David’s book entitled Zengage is off to a great start and he’s already donating profits of $2,160 to flood relief and a women’s shelter. Here’s what I wrote earlier about the book:
When individuals feel like valued members of a group, it boosts a host of positive outcomes including superior decision-making, employee engagement, employee motivation, strategic alignment, organizational learning, cooperation, productivity, innovation and overall performance. This applies to groups of all sizes including classrooms and schools, families, business and government organizations, hospitals, sports teams and the social sector. Strong relationships are key for any group to achieve the benefits enumerated above.
In an earlier post, I wrote about the University of Chicago research on relational trust that I learned about from my friend Parker Palmer. For those of you who are interested in relational trust and the wisdom of crowds, I encourage you to check out this fascinating interview my friend Robert Morris, the freelance writer, did with Alan Briskin, co-author of The Power of Collective Wisdom. In the interview, Briskin and Morris discuss relationship centered networks that tap into collective wisdom.
For those of you who read Robert Morris’ book review and interview, you will see why I believe he is among the very best at what he does. In addition to being a well-organized, clear writer, Morris is a Renaissance man who always sprinkles his writings and interviews with thoughtful insights drawn from remarkably diverse fields of knowledge. Check out his book reviews and interviews at this link and you’ll see what what I mean.
I’m a big fan of Joe Tye. He understands the importance of culture and has tremendous wisdom about values-based leadership. His new book entitled All Hands on Deck: 8 Essential Lessons for Building a Culture of Ownership sounds wonderful. Although I’ve not read it yet, I plan to. Joe has a special offer if you purchase All Hands on Deck this week. You can learn about it at this link and be sure to watch the video of Joe talking about his new book while you’re there.
On June 23, I’ll be filming a few video segments for the Leader to Leader Institute’s “Leaders of the New Century” project that includes Allan Mulally of Ford, Sir Richard Branson and Tony Hseih of Zappos. Next week the Summer edition of the Leader to Leader Journal comes out. It includes an article that Jason Pankau and I wrote entitled “To Boost Productivity and Innovation, Connect with the Core.” The article is about how great leaders don’t just focus on star performers, they are intentional about connecting with employees at large. Examples in the article include Ret. U.S. Chief of Navy Operations Admiral Vern Clark and Bono, the lead singer for the rock band U2.
Looks can be deceiving. At first glance, Do More Great Work by Michael Bungay Stanier looks like yet another small, simple, beautifully-designed book. Oftentimes, books of this sort lack anything new or insightful. A few pages in, however, I realized this book was an exception. Do More Great Work gets to the heart of the work each of us should aspire to do — work that makes us feel fully alive and brings us joy. The author, who was named Canadian Coach of the Year in 2006, walks the reader through a series of maps and questions that provide valuable career guidance. As a result of reading this book, I made a change to my business so that I would do more great work and devote less time to merely good work. That’s the measure of a valuable book: it changes the reader in a positive way. I’m happy to report that Do More Great Work met that standard for me and, as such, I highly recommend it.
Note: There is a bonus if you buy the book by this Tuesday, February 23. Michael has an eBook Be Courageous (regularly $25) which he’s giving away with proof of purchase. If you’re curious, you can check it out just by sending a blank email to:
email@example.com. For additional information click on this link.
Andrés Tapia has a compelling vision. Tapia believes demographic changes and the complex set of problems facing humankind will force the integration of knowledge from the silos that much knowledge resides in today. As an example, Tapia points to the field of behavioral economics that integrates knowledge from the fields of psychology and economics. As part of this trend, Tapia argues that the physical and social separation of people based on their differences will also move toward integration. He describes this vision as Diversity 2.0.
This is the mother ship, or at least that’s what I’ve always called the world headquarters of Morgan Stanley located in New York City’s Times Square. It was here that a significant moment in Wall Street history occurred on June 30, 2005. John Mack had been reinstated as Chairman and CEO by the firm’s board. On that day, when Mack and his wife Christy appeared at a meeting with hundreds of Morgan Stanley employees, they gave him a standing ovation. They knew this was an inflection point in the storied firm’s history. The man standing before them embodied their collective hopes that the firm would return to its former self by restoring a culture that was its greatest asset and the primary source of its competitive advantage.
Mack’s departure in early 2001 had come about as a result of Morgan Stanley’s merger with Dean Witter in 1997. Phil Purcell, Dean Witter’s CEO, became CEO of the combined firm and eventually pushed Mack out. Morgan Stanley’s reputation and culture suffered as a result of Purcell’s leadership style. I experienced the culture change first-hand. The book Blue Blood and Mutiny: The Fight for the Soul of Morgan Stanley describes this period in great detail and Joe Nocera of The New York Times wrote an excellent article about it entitled “In Business, Tough Bosses Are the Ones Who Finish Last.” Thanks to the vocal opposition to Purcell put up by former and current employees of Morgan Stanley, he was thrown out.
Thought leaders such as Peter Drucker, W. Edwards Deming and Martin Seligman have had a profound effect on entire industries. In this and coming posts, I’d like to bring your attention to a few thought leaders I believe will have a profound effect on business in the years and decades to come.
Dov Seidman is the CEO of LRN. I’m going to see The New York Times columnist Tom Friedman interview Dov this Sunday coming evening at the 92nd Street Y in New York City. You can purchase tickets for the event and see a video of Charlie Rose interviewing Dov at this link. I highly recommend that you take the time to watch the video and, if you live in the NYC area, to attend the lecture/interview.
Dov argues that in today’s more transparent, hyper-connected world, maintaining a stellar reputation is critical to success. The days of The Music Man — who behaves badly and then moves to another locale where inhabitants are unaware of past bad behavior — are gone. Dov encourages organizations to develop a self-governing culture that out-behaves the competition. His company helps organizations do this by providing, communication, education, certification and registry capabilities.
When organizations develop principled performance, it results in powerful connections among employees and with customers. These connections are critical to sustainable performance as I have pointed out in The Connection Culture: A New Source of Competitive Advantage, a free ebook published by changethis.com.
To learn more about Dov’s views, I highly recommend reading his excellent book entitled How: Why How We Do Everything Means Everything…In Business (and in Life) and checking out articles at this link to LRN’s website.
Last week I was invited to attend the World Business Forum in NYC with 50 other leading bloggers. The presentation that resonated the most with me was Gary Hamel’s. In it, he outlined three challenges facing today’s organizations:
- How do we build an organization that can change as fast as change itself? Change is accelerating at this time in history and organizations need to act faster to deal with opportunities and threats. Consider the changes in the last century including in healthcare, microprocesssors, transportation, computing power, the internet, telephony, gene sequencing, biotech, etc.
- How do we build an organization where innovation is everyone’s job? The accelerated pace of change makes this a necessity. Do employees understand their organizations innovation insights? Is every employee’s contribution to innovation measured?
- How do we build an organization that actually inspires extraordinary accomplishment? This is the most important of the three challenges facing today’s organizations. On average, seventy-five percent of employees are not engaged in their jobs. We need employees who regard their jobs as the way to bring their passion in the world. Our job as managers is to build a work climate, a sense of purpose that inspires initiative because obedience, diligence and intellect are mere table stakes in today’s hypercompetitive marketplace.
These ideas are from Hamel’s book, The Future of Management. In upcoming blog posts, I’ll comment on the challenges Hamel identified. Do you think he identified the top challenges? If so, why? If not, what did he miss?
Lately I’ve been thinking a lot about healthcare organizations. I recently spoke in New Haven to nearly 500 managers at Yale-New Haven Hospital and in Philadelphia to a group of CEOs that included several leaders from the Cancer Treatment Centers of America. I’ve written from the patient’s perspective about my wife Katie’s battles with breast and advanced ovarian cancer and about Dr. Herb Pardes, head of New York-Presbyterian Health System, and how he is leading his organization to deliver patient-centered care. Recently, I interviewed Bill Shannon, Chief Wisdom Officer, at DaVita, Inc., the leading provider of kidney dialysis services and shortly I’ll be hosting a webcast with Pat Charmel, CEO of Griffin Hospital, a perennial member of Fortune’s best places to work list.
Two books I recently read reminded me again just how critical connection is to health care.