Category Archives: Connection Culture

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Leading with the Power of Community

Do you ever wonder how past leaders could have missed what seems so obvious in hindsight? Sadly, most leaders live in an environment that makes them vulnerable to managerial failure.  The problem lies in a little-recognized reality of leadership: isolation.

Leading can be lonely.  Typically leaders have few, if any, high-trust relationships at work.  Because leaders have the power to make or break the careers of those around them, people are afraid to be honest with them and challenge their thinking.  Likewise, too often leaders are reluctant to let their guard down out of fear of losing the respect of their colleagues.

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HR: Order Takers or Game Changers?

The best HR leaders are game changers.  They develop conviction about what constitutes a high-performance work culture. They are a force that helps develop the values and processes necessary to make a high-performance work culture come to life.  The departments they run are NOT staffed with the type of order-takers Keith Hammonds described in his wildly popular Fast Company article entitled “Why We Hate HR.”

I recently wrote an article that describes a game changing strategy HR leaders should consider in light of today’s widespread employee disengagement.  The article was just published as the lead article in the UK’s Developing HR Strategy journal.  It’s entitled, “The Force of Connection: Boost Employee Engagement, Productivity and Innovation.”  You can download it at this link.

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Can the Force of Connection Save this College?

Buck Smith, a 74-year-old, grandfatherly man, is leading a remarkable turnaround at Davis & Elkins College, a small liberal arts school in West Virginia, one of America’s poorest states.  Key to Smith’s strategy is strengthening the connection among everyone who is part of the college community.  Check out Buck Smith’s story in an inspiring and enlightening article that appeared in The Chronicle of Higher Eduction entitled “Turnaround President Makes the Most of His College’s Small Size.”  As you read the article, look for the three elements of a connection culture: Vision (Inspiring Identity), Value (Human Value) and Voice (Knowledge Flow).  For those of you who are unfamiliar with Connection Cultures, read the free, downloadable Connection Culture Manifesto published by changethis.com and available at this link.

Thanks to Dr. Al Bowman, president of Illinois State University, for sharing this article with me.  Dr. Bowman is another college president who is leading a turnaround.   I’ll be writing about it soon.  Stay tuned.

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A Coach Whose Record May Never Be Surpassed

One of my heroes celebrated his 99th birthday last month. I’m not going to tell you his name just yet because it will spoil the story for some of you.    In his honor, I’m posting an excerpt from my book Fired Up or Burned Out that describes why he is such a great leader and admirable individual. There is much to learn about leadership, employee engagement and productivity from his example.

Connection and the Legend

So often in life, good things bloom from the seeds of hardship. The personal character of a young teenager who went on to become a great leader was immeasurably shaped during the Depression when his family lost their farm in Indiana.  His father’s reaction to the loss was unusual. He wasn’t bitter about it. Instead, his dad focused on the future and told his children that everything would be all right. And it was.

During those impressionable years in this leader’s life, he learned that, like the Depression, some things in life are not in our control. His father taught him that he should always strive to do his best at anything he chose to do and not worry about the outcome. He would later spread that philosophy to countless other.

Another perspective he gained during those formative years was to value people. By watching his mom and dad and hearing the stories of faith they taught him, he learned the joy that came from making people and relationships his focus in life.

The young boy grew up to be an outstanding high school and college basketball player in a state that was rabid about the game. After college he married Nell, the love of his life and the only woman he had ever dated. He taught high school English and coached basketball until 1943 when he enlisted to serve in the Navy during World War II. When he returned from the war to the high school in South Bend, Indiana, where he previously taught, he was offered his old job. Other returning GIs were not, however, and so he refused the offer because he felt it was wrong for the school to deny veterans the jobs they had left to serve their country. Instead, he accepted an offer to become athletic director and head basketball coach at Indiana State Teachers College.

A Caring Coach

For the 1946-47 season Indiana State received a post-season invitation to the National Association of Intercollegiate Basketball (NAIB) national play-offs. After the coach learned that a young African-American, second-string guard on his team, Clarence Walker, would not be allowed to participate in the tournament because of the color of his skin, he declined the offer.

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Why Employee Engagement Efforts Fail

To be successful, employee engagement efforts must educate and inspire then model, mentor and measure.  Most employee engagement efforts educate employees and thereby lay out the rational case but they utterly fail to inspire.  Research has shown that emotional factors are four times as effective as rational factors when it comes to the amount of effort people put into their work. Stories move people’s hearts, capture their imaginations and, as a result, they inspire people to make the effort to change.  When we hear inspiring stories about great leaders and individual contributors who engage the people around them, we inevitably want to emulate them. This gets people started on the right track.

To keep them moving in the right direction and build habits that engage, modeling, mentoring and measuring are all necessary. Most leaders understand they must model the behavior they want to spread.  Mentoring and measuring are also necessary to provide honest feedback, help us see our blind spots and provide the encouragement individuals need to persevere.  Absent these essential elements, any program is unlikely to succeed.   Here are some questions to consider:

1. Do your employee engagement efforts inspire as well as educate?

2. Do your employee engagement efforts mentor to provide encouragement and measure results to provide honest feedback?

If your answer is “no” to either or both of the above, you need to address the gaps.

Update

Here are a few updates related to my work.

Corp! magazine recently published an article on the presentation Jason Pankau and I gave at the Forum for People Performance Management and Measurement, an affiliate of Northwestern University’s Medill School of Journalism.  You can read it at this link.

The Boy Scouts of America selected Fired Up or Burned Out as a text for its People Management 3 course for advanced staff leaders.

On Jan. 26-27 I will be chairman of the Human Capital Institute’s Talent Management for Life Sciences conference in Princeton, NJ.

This month, Developing HR Strategy, a journal based in the UK, published an article I wrote about how leaders develop emotional and rational connections with their followers.

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ASTD Webcast Download: Neuroscience Implications for Leadership

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Last week I did a webcast for members of the America Society for Training and Development (ASTD). The webcast covers select research findings from the field of neuroscience and their implications for leadership, productivity, innovation and employee engagement. ASTD is the world’s largest association dedicated to workplace learning and development professionals.  The webcast and slides are available at this link. (Note: clicking on the link will begin an automatic download of the webcast and slides.)

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Peter Drucker’s Kind of Leader

I don’t normally post on Sundays, but today I’m making an exception.  Today is Frances Hesselbein’s birthday and in her honor I’m posting a chapter I wrote about her from my book Fired Up or Burned Out.  Mrs. Hesselbein is the chairman of the Leader to Leader Institute.  Recently, she was appointed a Chair for the Study of Leadership at West Point.

Mrs. Hesselbein, thank you for your tireless efforts to advance leadership, your passion for inclusiveness, for kids, and for leaders in the social sector.  And thank you for the personal encouragement you’ve given me over the years.

Happy birthday Mrs. Hesselbein!

With respect and admiration,

Michael

Peter Drucker’s Kind of Leader

The preeminent management sage, the late Peter Drucker, knew some of the greatest leaders of our times in business and government. If he had been asked to name who he thought was a model leader, would he have chosen President Dwight D. Eisenhower, General George C. Marshall, the legendary Alfred P. Sloan Jr. of General Motors, or one of the many other heads of major companies throughout the world he came to know during his distinguished career? It’s an interesting question, given the reach and influence of Drucker. Periodically in his interviews and writings you will encounter what may be his highest praise for a person who, he once said “could manage any company in America.” Who is she?

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Employee Engagement Conference, Free ASTD Webcast

This week I’m chairing the Human Capital Institute’s Employee Engagement Conference in Boston.  During the conference  I promised to share some free resources with conference participants.

Here are links to the Employee Engagement Network, the Forum for People Performance Management and Measurement and the New Talent Management Network.

If you like the stories and ideas I shared at the conference, you’ll love the book.  Here is a free pdf download of  Fired Up or Burned Out. The free book download is only available through Friday so hurry!

I’m posting my slides and select published articles so that you can download them for free at Slideshare.

You can participate in a free webcast I’m giving for ASTD (the American Society for Training and Development) at 2:00 PM Eastern on Oct. 29 by signing up at ASTD Michael Lee Stallard Webex.  Nearly 700 individuals have already signed up!  During the webcast I will discuss findings in neuroscience and other research that helps us see what type of work environment is necessary for employees to thrive individually and collectively.  The webcast will address issues such as leadership, employee engagement, productivity and innovation.

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Virtual Leadership

I just returned from speaking about values-based leadership, employee engagement, productivity and innovation to students and faculty at Illinois State University.  Here a link to an article on my presentation.  While visiting my alma mater, I had the good fortune of interacting with Dr. Jim Jawahar, the Chair of the Management and Quantitative Methods Department, and several of the department’s outstanding faculty members.  During the discussion, we identified several areas of shared interest.  Over the coming weeks I’ll be writing about what I learned.

To begin, Assistant Professor Dr. Laura Erskine has done some fascinating research on leading employees via online, virtual interactions.  In a thought-provoking article published by my friends at the Center for Creative Leadership Dr. Erskine wrote: “Although physical separation and communication channels may be what the news media and organizations are focused on, the real driver [in virtual leadership] is the degree of psychological distance between leaders and followers.  Followers who felt that their leader trusted them, would back them in difficult situations, and give them autonomy were both more successful and more satisfied.”

The full article is available online at this link.

Next week, I’ll be chairing the Human Capital Institute’s Employee Engagement Conference in Boston.  It’s not to late to sign up and attend.  You can find out more about the program at this link.

In the coming weeks I’ll be working on an article for The Economic Times in India, a guest editorial I was invited to write for Talent Management magazine, speaking along with my colleague Jason Pankau to the leaders of a hospital system in Chicago and completing a book proposal for a book I’m coauthoring with Stephen Paletta, winner of Oprah Winfrey’s Big Give television program and founder of The International Education Exchange.

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Task Excellence + Relationship Excellence, Both Are Essential

I recently attended a meeting where it seemed that everyone was focused on the people or relationships in a business and believed that doing so would bring success.  Don’t believe it.  Great leaders focus on achieving BOTH task excellence and relationship excellence.   This dual focus produces sustainable superior performance.   Managers who are solely task focused eventually burn people out.  Managers who are solely relationship focused don’t set sufficiently high performance standards and challenge the team to accomplish them.   Managers who focus on task and relationship excellence inspire their teams to work together to reach their goal and when they do the sense of pride inspires, engages and energizes the team to keep performing at the top of their game.

You’ll find a passion for task excellence in all the great leaders.  In John Eisenberg’s new book That First Season: How Vince Lombardi Took the Worst Team in the NFL and Set It on the Path to Glory, Fuzzy Thurston, an All-Pro guard who played for the great coach said, “We realized in his first season that we were going to be a very good team…Lombardi wasn’t going to stand for anything less.”  That’s the attitude it takes to be great.  It’s the relationship excellence that keeps people feeling connected to their leader and makes task excellence sustainable.

Most people don’t know that side of Vince Lombardi’s character.  They’ve heard the quote attributed to Lombardi that “winning isn’t everything, it’s the only thing.”  The quote was actually from a movie entitled Trouble Along the Way. What Lombardi taught was that winning isn’t everything, but making the effort to win is.  It’s similar to basketball coach John Wooden’s philosophy that a winner achieves competitive greatness by giving their very best effort all the time and thus receives a sense of satisfaction from knowing they’ve given their all.

Vince Lombardi had a passion for relationship excellence too.  He loved his players.  He told them they must love one another and said love made the difference on their team.  In addition, he abhored cheating or taking cheap shots at an opposing player.  He viewed it as unethical and illegitimate behavior that was inconsistent with being a winner.  Winning the right way, with character and virtue rather than vice, was what Lombardi believed and taught.  He learned it from the renowned and demanding Jesuit teacher Ignatius Wiley Cox who taught ethics at Fordham University (Lombardi received a “A” in Cox’s ethics class).  This is the side of the great coach that David Maraniss brought out in his outstanding book on Lombardi entitled When Pride Still Mattered.