In workshops and seminars we teach on creating a Connection Culture, we like to show videos that bring the points we make to life. One type of video we use is to show great leaders in action so people can observe their language and behavior. It gives them a vision to aim toward. To that end, we are going to be posting video of great leaders who connect on YouTube and using the #greatleadersconnect hashtag. If you have video of a great leader that shows him or her connecting, please join us in posting it on Twitter and using the #greatleadersconnect hashtag.
Our first tweet is going to be this fantastic video of Howard Behar, former president of Starbucks Coffee Company, accepting the Lifetime Achievement Award at the 2018 Seattle Business Magazine Executive Excellence Awards. Starbucks co-founder and executive chairman Howard Schultz introduces him. In articles we’ve written, we’ve described Howard Behar as Starbucks’ secret weapon. In this video, you’ll see why.
I had the pleasure of participating in the No Bad Bosses Podcast, which is hosted by MANAGEtoWIN CEO David Russell. No Bad Bosses features conversations with business leaders on how to be a great boss, how to hire great people, and how to avoid common leadership mistakes.
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.
It’s encouraging to see more leaders identify connection as a primary factor contributing to their organization’s sustained success. Fortune magazine recently recognized Theo Epstein, President, Baseball Operations for the Chicago Cubs of Major League Baseball and the Cubs organization, as #1 on its world’s greatest leaders list. Last year the Cubs won the World Series and broke the franchise’s 108-year World Series title drought, the longest in professional sports.
I recently had the opportunity to speak with Jim Blasingame, host of the The Small Business Advocate radio program, about the increasingly popular “brutal honesty” management practice and why “tough love” is a more productive alternative. Listen to our conversation.
March 14, 2017
Interview with Jim Blasingame: The Difference Between Brutal Honesty and Tough Love
It’s fashionable in the media and politics today to be quick to speak, to dominate conversations and be self-righteous. We see this frequently in movies and television shows too. These attributes are thought to be signs of intelligence, assertiveness and conviction. Although they may be effective at gaining television ratings and press attention, they are counterproductive when it comes to communicating, connecting with others and leading effectively.
One of history’s greatest leaders and communicators was President Abraham Lincoln who led our country through the particularly divisive time of the Civil War. He was known as a patient, careful listener who was slow to speak and slow to become angry, wisdom he may have picked up from reading the Bible (see James 1:19). These attributes contributed to his reputation for being thoughtful, and for possessing wisdom and good judgment. They also helped him develop a strong network of supporters.
Unnecessary rules and excessive controls devalue people by making them feel that they are not trusted or respected. A leader who micromanages his people will not engage or energize them.
Micromanaged employees are more likely to feel disconnected because it is a universal human need to have a reasonable degree of autonomy or freedom to do our work. When people have autonomy, they have a greater sense of control and experience personal growth as they develop new skills and expertise.