Alan Mulally, the former CEO who saved Boeing Commercial Airplanes and Ford Motor Company, was recognized by Fortune as the best business leader in the world in 2014. In a series of conversations that I had with Alan, he made a point about communications that is especially relevant in the first quarter of the year. I subsequently discovered this quote in Twenty-First Century Jet in which he elaborates:
Holiday movies may not be the first place one might look for gleaning leadership lessons we can apply in the workplace. But if we did, what might we see? Think of a movie and see what comes to mind. Off the top of our heads, from Home Alone you could talk about the need to think out of the box and be innovative when facing adversaries or threats to your territory (looking at you, 8-year-old Kevin). Or you could draw inspiration from Buddy’s commitment to pursuing his vision while adapting to a completely different environment in Elf. Comparing two classics, A Christmas Carol and It’s a Wonderful Life, highlights the importance of a leader’s character and motivations. Is he or she a connector who cares about others or a disconnector more focused on personal gain?
The final months of a calendar or fiscal year are an important time for teams. When you consider the goals you established for the year (or were assigned to you and your team), how are things looking at this juncture? Are you confident you will meet the goals by the end of December, cautiously optimistic, concerned, or slightly panicked?
Sitting in the historic St. Bartholomew’s Church in Manhattan before the start of the memorial service for Frances Hesselbein, my thoughts turned to one of the last days I spent time with the remarkable woman who had led the Girl Scouts of the U.S.A. back from decline decades earlier and transformed it into what Peter Drucker described as “the best-managed organization around.”
If you are seeking to develop a Connection Culture in your workplace, then you need to not only proactively take actions that build connection, but also avoid actions that destroy it. Sometimes, we have blind spots that make it difficult to identify “connection killer” habits.
An opportunity exists for leaders and organizations to gain a performance and competitive advantage if they can win the war for talent. A recent conversation I had with Jon Clifton, CEO of The Gallup Organization, reinforced my long-held position that the x-factor in talent acquisition, employee engagement, and employee retention is connection. Fostering an environment in which workers feel connected to the organization, their supervisor, their colleagues, and the work they are doing will enable those organizations to pull further ahead of organizations that lack great jobs.
Campbell Soup Company was not in good shape when Doug Conant was named President and CEO in 2001. Sales were declining. The stock price was falling and it was underperforming the S&P 500. I’ve long held that it takes a commitment to pursuing both task excellence and relationship excellence in order to achieve sustainable superior performance. Pushing the task side alone won’t do it and will cause more harm. Brought in to effect a turnaround, Conant knew it would be essential for leaders across the organization to combine the two elements. He told leaders, “When you are both tough-minded [on issues] and tender-hearted [toward people], you can deliver ever-higher levels of performance.” People at Campbell’s would come to realize that he was serious about the relationship side of the equation.
After Steph Curry’s phenomenal performance leading his team to win the 2022 NBA Championship and being named the 2022 NBA Finals Most Valuable Player, it’s abundantly clear that basketball is his superpower. But it’s not his only one.
Hubert Joly, a Frenchman and former partner at McKinsey & Co., blames the lack of connection in today’s organizations on the myopic views of economist Milton Friedman who advocated that the only thing that matters is maximizing shareholder value and on the popularity of a top-down, analytical and metrics-driven management philosophy that was exemplified by Robert McNamara in the 1970s. Joly believes in connecting with purpose and people, referring to it as “human magic” that results in “irrationally good performance.” He views it as being key to healing capitalism’s ills.
Today, IE Insights published my article, “Putin and the Dangers of Being a Lonely Leader.” In the article, I explain why social isolation from the pandemic and his autocratic leadership style may have contributed to three miscalculations Russian President Vladimir Putin has made and how he may be prone to making impulsive, irrational decisions in the future.