My mind is full. These days there is so much information coming at us around the clock, from so many sources. Plus, I love to learn and assimilate new research findings, stories, and perspectives into the work we are doing on connection and organizational culture. Being an integrative thinker has its strengths. It’s certainly stimulating (and sometimes exhausting). I recognize that a downside, especially for someone consistently advocating for the importance of connection in our work lives and personal lives, is that my natural bent to be in my head can be a source of disconnection.
The image of trees being whipped back and forth during a storm is an appropriate analogy for humans weathering especially stressful seasons in life. It was on my mind as I followed the coverage of Hurricane Ian and the destruction it left in its wake at the same time I was reading new research that came out on rising burnout among physicians. I thought of how those in healthcare have been battered by a fierce hurricane called the Covid-19 pandemic. They faced a powerful and unpredictable foe, one that shifted and adapted as it went along, one that was fatal to some it encountered and left others unscathed. Shaken and tested by what must have felt like an unrelenting storm in the first year, some in healthcare were able to persevere and remain standing strong and some fell. Still others are upright, but for how much longer?
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.
The FBI reports that people who become active shooters often feel socially rejected: “Time and again, targeted violence offenders have claimed to be persecuted and alienated from their peers, family and world at large, viewing themselves as outsiders and not part of a larger social network.”
Recently, I had the opportunity to speak with the hosts of the Beltway Broadcast, a podcast produced by the Metro DC Chapter of ATD. Our conversation covered a range of topics, including what to look for when evaluating the workplace culture of a potential employer, how to increase the odds of a colleague cooperating with you, how to build connections across departments, and more.
Emotions are contagious. For that reason, you need to pay attention to your own emotions and those of the people around you.
At work, how would you characterize the emotional state of your team? If you were to think of it as a river, is the quality of the water life-giving and invigorating, or some level of toxic? Is the water current robust or more of a trickle?
Negative emotions in the workplace have been rising for years. Are they holding back your team’s performance?
That’s the topic I’ll be discussing at the ATD22 International Conference & EXPO. Join me to learn how to cultivate a work culture with attitudes, language, and behaviors that boost positive emotions and spur higher levels of performance.