This last week I was in Boston for several meetings and to teach a seminar for the Institute for Management Studies (IMS).  I always teach that there are hundreds of ways to connect with others and the challenge facing leaders is to get to know the people they lead and identify ways to connect with them given who they are and the context of their work together.

Following are a few of the ways I learned that people and organizations are connecting.

• At Bose Corporation, new employees learn “The Essence and Values of Bose,” including that “we treat others with respect.”  At Bose, these words are more than window dressing.  All new employees take a course on respect that help them bring this value to life in Bose culture.
• At Amica Insurance, serving customers is an all-consuming passion.  Amica is a perennial winner of customer service awards.  Inside the company, when an employee is identified as having served a customer well, his or her team is recognized too.  This motivates the team to support one another’s efforts to serve customers.
• Elizabeth Dole, when she was president of the Red Cross, took the time to learn something significant about each person she would meet so that she could affirm each individual a personal way.  In subsequent meetings, Ms. Dole was very good at remembering and mentioned the significant fact when she saw the individual.
• David Gill, a professor at Gordon Conwell College, told me that we connect with the Divine when we “help people fulfill their dreams or overcome their nightmares.”  (We also connect with others when our organization’s mission accomplishes these ends.)

The importance of creating Connection Culture also came to my attention this week as I was doing research on Alan Mulally, Ford’s CEO.  Ford just announced its third full year of profit.  Frances Hesselbien, a friend and leader whom I much admire, has praised Mulally so I decided it’s about time that I take a closer look at his leadership of Ford.  In this splendid interview he did with The New York Times, Mulally recounts how he learned the importance of giving people autonomy, being inclusive, keeping people in the loop and connecting them to their organization’s “Inspiring Identity.”

In the coming weeks I’ll be speaking and teaching in Houston, Amsterdam, Brussels, London and Edinburgh.  As I travel, I’ll post new things I learn about connection.

Several writers at The New Yorker understand how important the force of human connection is to help people thrive.  I’ve previously written about Ken Auletta’s masterpiece “The Howell Doctrine,” and, of course, there’s Jim Surowiecki’s The Wisdom of Crowds.  Two other writers at The New Yorker have made significant contributions on this topic.

In Atul Gawande’s The Checklist Manifesto, we learn that disconnection (the failure to communicate and connect) is the primary cause of aircraft accidents and a major contributor to medical errors.  Gawande, a surgeon, prescribes checklists to help improve performance as the work we do becomes increasingly complex.  Here’s one example.  Doctors at Johns Hopkins Hospital learned that surgical teams performed better when, prior to surgery, each member of the team introduced him or herself and shared any foreseeable concerns.  When surgical teams did this, lower status members were more likely to speak up if they saw mistakes being made.  This became a step on Gawande’s checklist he and his team developed for the World Health Organization.

In Malcolm Gladwell’s most recent book, Outliers: The Story of Success, connection is a theme throughout.  In the introduction, we learn that several research studies found residents of the town of Roseto, Pennsylvania were healthier and lived longer solely because they were a more relationally connected community.  In the next chapter, we learn that 10,000 hours of intentional practice is required with coaching (i.e. connection) to achieve expert level performance.  Although Gladwell doesn’t explicitly make this point, the support of family and friends is necessary to persevere through the inevitable difficulties of  practicing for 10,000 hours, which is 10 years of practicing for 20 hours a week.

In a chapter on geniuses, Gladwell concludes they are often not very successful because they fail to connect with other human beings and it renders them less effective at getting things done.  Similar to Gawande’s book, we learn that the key to airline safety is to reduce human error by making sure pilots, co-pilots and air traffic controllers are connected in both a rational and emotional sense.  Gladwell describes how the crash of a Columbian Airlines flight a few years ago because it ran out of fuel was attributable to a failure of communication between the co-pilot, pilot and air traffic controller at JFK Airport in New York.  The problem was that the plane’s co-pilot used “mitigating speech” to be respectful to those he perceived as having great status and authority.  When he needed to communicate the urgency of the situation he should have been screaming like a New York cab driver to make his point clear.

Finally, we learn from Gladwell about the success of the KIPP charter schools in low income urban neighborhoods.  Eighty percent of KIPP students go on to attend college.  KIPP students learn a protocal called “SSLANT” which stands for smile, sit up, listen, ask questions, nod when being spoken to, and track with our eyes.”  All of these behaviors help kids connect with others.  Brilliant, isn’t it.  KIPP teaches its students academic competence and relationship competence.  It was so inspiring to read how KIPP was giving these kids hope for a bright future, I wanted to stand up and cheer.

I very highly recommend both of these books.  They are utterly fascinating and well written, so much so that I couldn’t put them down.

Click here to view the embedded video.



Americans are connection deprived. A quarter of Americans live alone and the number of Americans who haven’t had a conversation with a best friend over the previous six months has tripled since 1985 to nearly 25 percent of the U.S. population.  This also likely means Americans are running low on oxytocin, a molecule that is associated with empathy, trust, morality and connection.

This post is a continuance of my prior post on evil in organizational cultures.

The “dark triad” — psychopaths, narcissists and machiavellians — represents a small part of the population. What unties this group of destructive personalities is that they lack empathy for other human beings and care only about themselves. Some end up in correctional institutions while others end up in leadership positions where they create dog-eat-dog cultures or cultures that are indifferent to human beings (this is opposed to Servant Leaders who create “Connection Cultures”).

For some interesting thoughts on psychopaths in the C-suite, see this post by Larry Kahaner of the McGowan Fund and the link in his post to an article entitled “The Corporate Psychopaths Theory of the Global Financial Crisis” that appeared in the Journal of Business Ethics.  The book and movie entitled The Corporation make the argument that organizations that care only about profit have effectively become psychopathic.

The way to keep members of the dark triad out of positions of leadership and out of organizations is to educate everyone so that they understand what a healthy culture is, how it’s based on character strengths and virtues, and how organizations develop people with both character and competence.  One project we are working on with Scotiabank is creating a monthly piece for leaders entitled Leading with Character. Each month’s piece highlights a particular character strength, explains how it’s relevant to the organization and how to strengthen one’s leadership in ways that reflect the character strength.  If you are interested in learning more, please email me at mstallard@epluribuspartners.com or call me at 203-422-6511.

For the second year in a row, 84 percent of American workers intend to actively look for a new job, according to new research by Right Management. Workplace incivility is also on the rise.  According to research presented at the 2011 American Psychological Association annual meeting, up to 80 percent of workers have experienced incivility.   Workers are struggling and have been for some time.  In 2009, The Conference Board published a report with the subtitle “America’s Unhappy Workers.”   The report concluded that employee satisfaction was at its lowest point since The Conference Board began surveying it more that 20 years ago.

The good news is that is doesn’t have to be this way. Leaders can develop workplace cultures that engage people. Engaging people makes them happy because they benefit from the positive emotions that come from being productive, learning and growing and working together with others to accomplish something of value.  This is what the Greek’s described as eudaimonia, the joy that we experience when we do good work.  The other type of happiness is hedonia.  It comes from pleasurable experiences such as when we see a beautiful sunset or enjoying a great meal. Leaders need to create work cultures where people experience eudiamonia. That’s the type of happiness that affects employee engagement, productivity and innovation.

Here’s another way to think it it.  There are three types of workplace cultures: Dog-Eat-Dog Cultures, Indifferent Cultures (cultures that are indifferent to people and treat them as human doings), and “Connection Cultures” where people experience eudiamonia because they feel connected to their organization’s identity (i.e. mission, values and reputation), they feel connected to their colleagues and supervisor, and they feel connected to their role in the organization (because it fits their strengths and provides the right degree of challenge).

Connection is the force that transforms a dog-eat-dog culture into a sled dog team that pulls together. Without going too far into the psychology of connection, let me just summarize by saying simply that we are humans, not machines. We have emotions. We have hopes and dreams. We have a conscience. We have deeply felt human needs to be respected, to be recognized for our talents, to belong, to have autonomy or control over our work, to experience personal growth, and to do work that we feel is worthwhile in a way that we feel is ethical. When we work in an environment that recognizes these realities of our human nature, we thrive. We feel more energetic, more optimistic, and more fully alive. When we work in an environment that fails to recognize this, it is damaging to our mental and physical health.

And when you think about it, that makes sense. Let’s consider how this plays out in the workplace. When we first meet people, we expect them to respect us. If they look down on us, if they are uncivil or condescending, we get upset. In time, as our colleagues get to know us, we expect them to appreciate or recognize us for our talents and contributions. That really makes us feel good. Later on, we begin to expect that we will be treated and thought of as an integral part of the community. Our connection to the group is further strengthened when we feel we have control over our work. Connection is diminished when we feel we are being micro-managed or over-controlled by others. If we are over-controlled, it sends the message that we are being treated like children or incompetents, and it’s a sign that we are not trusted or respected. Connection is also enhanced when we experience personal growth. In other words: when our role, our work in the group, is a good fit with our skills, providing enough challenge to make us feel good when we rise to meet that challenge (but not so much challenge that we become totally stressed out). Finally, it motivates us to know our work is worthwhile in some way and to be around other people who share our belief that our work is important. To the extent that these human needs of respect, recognition, belonging, autonomy, personal growth and meaning are met, we feel connected to the group. When they are not met, we feel less connected, or even disconnected.

The bottom line is that connection plays a critical part in improving individual performance. People who are more connected with others fare better in life than those who are less connected. Connection, because it meets our human needs, makes people more trusting, more cooperative, more empathetic, more enthusiastic, more optimistic, more energetic, more creative and better problem solvers. It creates the type of environment in which people want to help their colleagues.They are more open to share information that helps decision makers become better-informed. The openness that emerges in a trusting and cooperative environment creates a robust marketplace of ideas that stimulates innovation. Connection among people improves performance in an organization and creates a new source of competitive advantage.

To learn more about connection cultures and employee engagement, listen to this podcast interview Jason Pankau and I did before we spoke at the M.D. Anderson Cancer Center. You can hear the interview at this link.

Update: In May, I’ll be speaking on the topic “Do Leaders Need to make Employee Happy?” in Denver at the annual conference of the American Society for Training and Development (ASTD). In addition, I’ve contributed a chapter to the soon to be published ASTD Handbook on Management edited by Lisa Haneberg who writes the Management Craft blog.

Here is a link to the article I wrote about Starbucks. The article is entitled “Have a Heart.”  It was published in Outlook Business for Decision Makers, a leading business magazine in India. In addition, below are links to three segments of a radio interview I did yesterday morning with Jim Blasingame, host of the nationally syndicated Small Business Advocate program.

The U.S.S. Montpelier Command Philosophy (below) is an outstanding example of values articulated in a clear and compelling way.  Remember that values at their best are a source of pride and guidance for employees.  To be the most effective, values must be communicated in writing and verbally because people usually learn by reading or listening.  A portfolio of simple yet compelling stories should be developed that can be told to help people remember your values.

The USS Montpelier Command Philosophy

Montpelier is a warship, designed to steam into harm’s way and win.  Our flesh and blood bring this ship to life.  We are stewards of one of the most capable warships in the history of mankind.   These thoughts provide a framework for executing that stewardship and for building the teamwork that will enable us to fight and win in war.

Honesty provides the foundation of trust that is essential to teamwork.  I expect and require that you be completely honest in your communication with your shipmates.  I will do the same with you.  At times, this will be painful, but it is extremely important that we have the facts when making decisions and that our relationships are based on mutual trust.  I pledge not to kill the messenger.

Integrity. Do the right thing; don’t take the expedient path.  If you are not sure what the right thing is, and you have the opportunity, ask.  If you can’t, trust your judgment and training.  This requires a great deal of courage, but if you act honestly and faithfully in this regard, you will not be second-guessed.

Teamwork. No ship, department, or division is successful as a one-man show.  Teamwork is the key to success.  Our actions must reinforce this concept.  If you find yourself thinking about a problem in the command and the word “they” pops into your head, think again.  “We” will solve problems together.  I am not one of them and neither are you.

Backup. If you think anyone in the command is asking you to do something that is incorrect or inconsistent with these principles. Stop and ask for clarification and assistance.  Leadership is about setting priorities.  If you have an idea for a better way, suggest it.  My door is always open to discuss your concerns. I trust that you will use the chain of command when possible.

Mistakes. Honest mistakes come with the territory.  I will make some and so will you. The keys to success are establishing enough backups so that we don’t make a critical mistake, and recognizing and learning from the mistakes that we do make.  Your tour will be filled with many ups and downs.  It is not how many times you fall that will determine your success.  Your honesty, integrity, and determination to fight on, will.

Training. We will fight the way we have trained.  Therefore, training is our most important mission in peacetime.  I will probably spend most of my effort in this area.  Training must be operationally oriented and practical.  If the training does not contribute to your ability to do your job, advance, or live your life better, then we should be doing something better.

Initiative. This is our ship to fight and operate. I expect you to think tactically and operationally and to drive the ship aggressively.  When you identify an opportunity or a problem, consider alternative courses of action, then act or tell your boss what you intend to do an why.  Seize the initiative and work to the limits of your authority. I intend to push as much as I can downhill, so that each of you has responsibility commensurate with your ability.  If you can handle more, go for it.

Caring Leadership. Know your people.  Translate your caring into tangible results.  Get them off the ship when you can.  Ensure they are ready for advancement.  Make a difference in their lives.

Standards. The standard is excellence in all we do.  Aristotle said, “We are what we repeatedly do.  Excellence, then, is a habit.”  Our reputation is determined in a large part due to how we execute routine evolutions, our personal appearance and the appearance of our ship.  It is the sum of each of our actions.  Set the standard.

Family. Success at work is interwoven with success at home.  I consider it vital that we balance our military duties with our roles in the family.  Take advantage of opportunities to make time for your family and work hard to keep your professional role and your family role in perspective.  It is also important that our families understand the importance of our mission and that we recognize the sacrifices that our family members must make in order to fulfill our duties.  Service is a team effort.  I will make an effort to create a family environment on board and to support our families.  A successful command has a family atmosphere, where every member takes pride in being a part of the team.

Critical Self-Assessment Our ability to improve is dependent on our ability to analyze the causes of our failures and to take action to address those problems.  At times, we will formally critique events.  The intent is to fix the problem, not the blame.  Honesty is critical to this process.

Ambassadors Overseas, we are ambassadors of the United States.  At home, we are representatives of the submarine force, the Navy, and the U.S. Military.  Our behavior and actions should reflect the pride and responsibility we feel as members of an elite military organization.

Personal Development I expect every Sailor to be working towards his personal and professional development and I will support your actions in these areas.

Fun Submarining is an extremely challenging and demanding profession.  At times the hours will be long and the work hard, but it is important that we have fun while fulfilling our responsibilities.

Fitness and Sleep Submarining requires stamina.  Fitness, nutrition and sleep are key to your decision-making.  As General Patten said, “Fatigue makes cowards of us all.”  Take care of your body and your mind.  I do not judge you on how long you work or how long you stay awake, but on how effective you are.

Decision-making I will not establish a lot of detailed policies to spell out and legislate decisions on board.  I will balance the long- and short-term needs of each individual, the ship, and the U.S. Navy.  If time allows, I will make every effort to explain my decision, but there will be times when it is not practical and I expect you to trust my judgment.

Equality We swear to support the Constitution of the United States, which states that all men are created equal.  I expect you to treat each of your shipmates, our families and our visitors with dignity and respect.

Service and Reward My ultimate goal is that you consider your service on board the MONTPELIER one of the most rewarding experiences in your life.  This requires that you resolve to better yourself, your ship, your shipmates and your country.  Each night when you go to sleep ask yourself “What have I done today to make myself a better man?  How have I made MONTPELIER a better ship?  Have I been a faithful steward of one of our country’s most valuable assets, this ship and the outstanding Sailors who fight her?”

These are my thoughts, just word on paper.  Our actions together make them a reality and the key to our success.

Note: Jason Pankau and I recently taught a workshop on employee engagement to leaders of the M.D. Anderson Cancer Center.  While there we recorded a podcast interview with Janis Apted, Associate Vice President for Faculty Development.  You can hear the podcast interview at this link.

When I speak or teach, I’m nearly always asked if human beings can be “over-connected.” This question is typically in reference to an obsessive use and reliance on online technologies.

Technology is a double-edged sword.  On the one side, it allows us to connect with people who share our interests and with those who are not near us in a geographical sense.  On the other side, technology can overwhelm us if it crowds out in-person connection.

For an interesting take on this topic, check out this Krista Tippett, host of American Public Radio’s On Being, fascinating interview of Sherry Turkle, the professor at MIT who studies the subjective side of technology i.e. how technology affects human beings.  During the interview, Ms. Tippett mistakenly states the objective of Ms. Turkle’s work is exploring the “subversive” side of technology, to which Ms. Turkle responds that her work explores the “subjective” side of technology.  Personally, I was delighted by Ms. Tippet’s Freudian slip, especially in light of research that shows the dark side of the online technologies.  For example, consider Stanford psychology professor Philip Zimbardo’s TED video on the “Demise of Guys.”

We’ve been doing more work of late in the health care field, helping organizations such as the M.D. Anderson Cancer Center develop Connection Cultures that boost employee engagement and improve patient outcomes.   If you have a story to tell or are aware of practices that boost connection at hospitals, would you please post it on the comments below or email me at mstallard@epluribuspartners.com. Thank you.

On that score, while speaking recently at Texas Christian University, a student, Romel Schearer, told me about the remarkable story of Bill Cabeen, a cardiologist who had the courage to connect with one of his patients, Nikki Luederitz, rather than remain disconnected in the name of “professionalism.”  Dr. Cabeen’s courage and support not only saved Ms. Luederitz’s life, it changed her in a profound way. To learn how, listen to “The Tale of Two Hearts.”