From Outpost to Empire: America’s “Connection Culture” at 250

Photo: John Trumbull's painting Declaration of Independence. Public domain. Image has been cropped.

This week, Americans are celebrating the 250th anniversary of that fateful day when the text of the Declaration of Independence was formally approved and adopted.

It took more than an inspiring declaration to unite the thirteen colonies. It also took more than the governing documents later adopted in the form of the Articles of Confederation and later the Constitution. The challenge facing the nation’s founders is captured in the motto they adopted for the new nation’s seal: E Pluribus Unum, a Latin phrase that translates into English as “out of many, one.”

What did it take then, and what does it take today, to be “one” while still being “many”?

History shows that what transformed the union into something more durable was the work of subsequent American leaders who cultivated a culture of human connection — articulating a shared national vision, demonstrating over time that all humans are of inherent value, and creating space for diverse voices to be heard within a common story. It was this deepening connective tissue, as much as any constitutional mechanism, that gradually drew distinct and often rivalrous peoples into a productive and increasingly unified nation.

In a new article published on the Connection Culture website, I take a closer look at how the principles of Connection Culture contributed to the rise of the United States from colonial outpost to modern empire, and encourage each of us to engage in ways that cultivate this culture for many years to come.

Photo: John Trumbull’s painting Declaration of Independence. Public domain. Image has been cropped.

Connection Requires Intention, Not Perfect Conditions

Image of razor wire fence

What if the place where you’re least free became the place where you felt most connected?

That’s the remarkable paradox at the center of a recent New York Times essay by P.G. Sittenfeld, a Princeton-educated former city council member who served 16 months in federal prison — and emerged with a profound lesson about human belonging.

What’s So Great About Nike CEO Elliott Hill

And why he will lead the iconic company back to greatness

A recent article in The New York Times highlights the impactful leadership of Nike CEO Elliott Hill.

What stands out about Elliott is his passion for excellence and his ability to connect with people, reflecting the culture of Texas Christian University, his alma mater. The article points out that under the previous CEO, Nike had become disconnected from its star athletes and leaders in various leagues. Upon returning from retirement at the request of Nike founder Phil Knight, Elliott made it a priority to travel globally to reconnect with these key figures.

The author notes that when Elliott enters a room, he greets everyone, regardless of their status, demonstrating his respect for individuals. This approach fosters human connection, which is crucial for building trust. As Michael Jordan remarked, Elliott Hill embodies what Nike needed, emphasizing his unique ability to establish trust with athletes, partners, and individuals worldwide.

For more insights, check out the full article here.

Why Love Is the Heart of Effective Leadership

Katie Stallard and Alan Mulally at the Museum of Flight in Seattle

“A company is stronger if it is bound by love rather than by fear,” the late Herb Kelleher, co-founder, CEO, and Chairman of Southwest Airlines, once said.

When Kip Tindell, retired co-founder and Chairman of The Container Store, first heard Kelleher’s declaration more than 40 years ago, he was, in his own words, “completely taken by it.” In Uncontainable, Tindell explains how he and his leadership team intentionally built an “employee-first” culture that reflected love—and he credits that culture as a major source of the company’s success.

The Surprising Leadership of J. Robert Oppenheimer

OppieFermiLawrence_860x440

This morning, I had a Zoom meeting with Jeff Moore of Moore Leadership. He was the longtime coach of the University of Texas men’s tennis team. Now Jeff is writing about leadership and he’s teaching and coaching leaders.

I’m impressed with Jeff and his work, and thought I’d share a great article he wrote that I especially enjoyed. It’s about how J. Robert Oppenheimer led the team of scientists and engineers of The Manhattan Project to make the atomic bomb before the Nazi’s did. Here’s the link to Jeff’s article, “Leadership Lessons from Oppie.”

Photo of J. Robert Oppenheimer, Enrico Fermi, and Ernest Lawrence (courtesy the Lawrence Berkeley National Laboratory) via the U.S. Department of Energy – Office of History and Heritage Resources

The Life and Leadership of Quiet Revolutionary Frances Hesselbein

Frances Hesselbein

I have a film recommendation for you: the beautiful and timely award-winning documentary Defining Moments: The Life and Leadership of Quiet Revolutionary Frances Hesselbein. I attended a screening in New York City in May and it deeply resonated with me. If you are not yet familiar with Frances Hesselbein, I can tell you she was a positive, connection-minded leader and one to emulate.

TCU Chancellor Boschini Shares Why Connection is Essential for Leaders

SmartBrief on Leadership Article

Chancellor Victor J. Boschini at Texas Christian University

The month of May marks a time of transition across college campuses in the U.S. as students who have completed their degrees celebrate graduation and prepare to embark on their next chapter.

On the campus of TCU (Texas Christian University), Victor Boschini recently handed out diplomas and paused to pose for photographs for the final time as the school’s chancellor. Thankfully for the TCU Horned Frog family, the transition for this “super connector” has him remaining on campus in his new role as chancellor emeritus.

The Best Leaders Connect, Encourage, and Coach

Leader connecting with and coaching an employee

Organizations with supervisors who connect with, encourage, and coach their employees often outperform those that do not. Years ago, Southwest Airlines discovered that reducing the ratio of frontline employees to supervisors enabled supervisors to build stronger relationships, provide better support, and ultimately improve employee performance. As a result, Southwest Airlines maintained a frontline employee-to-supervisor ratio of 10:1, whereas some airlines have ratios as high as 40:1.