Vision leaks, so look for ways to keep your organization and team’s mission, values and reputation in front of your team. Take employees out to visit customers or bring customers in to talk with employees about how they use your products or services and how it benefits them. Keep up with articles and press releases on your organization then circulate those that reinforce the mission, values and reputation.
This is the eighteenth post in our series entitled “100 Ways to Connect.” The series highlights language, attitudes and behaviors that help you connect with others. Although the language, attitudes and behaviors focus on application in the workplace, you will see that they also apply to your relationships at home and in the community.
During World War II, President Franklin Delano Roosevelt traveled to Seattle, Wash., to meet with 18,000 aircraft workers at Boeing Corporation. FDR brought with him a young airplane pilot named Hewitt Wheless from Texas.
The pilot had escaped death, thanks to the resilience of the bullet-riddled B-17 plane he flew out of harm’s way. His plane had been built at that very Boeing plant.
Do you think seeing and hearing that young pilot thank them for saving his life connected them to a common cause? You bet it did.
Although the work required for America to catch up to the output of the Nazi military-industrial complex was daunting, Americans rose to the challenge by persevering through long, hard hours of menial factory work.
FDR’s visits helped transform welders and riveters into freedom fighters. From 1941 until 1945 American aircraft companies out-produced the Nazis three to one and built nearly 300,000 airplanes.
People remember stories. Effective leaders like FDR identify and communicate stories to inspire people. Here are three key points to consider when using stories to enthuse, engage and energize people.
Many leaders unknowingly sabotage their careers by wrongly assuming their employees are actively engaged in their work.
This lack of understanding about engagement — enthusiasm, effort and enjoyment at work — will eventually affect the bottom line and make the leader look ineffective.
Here are the facts: The average leader engages only three out of every 10 employees. The best leaders engage six or more out of every 10 employees.
Your customers clearly see whether your employees are engaged or not. Engagement affects the quality of their work, their productivity and responsiveness, all of which affect your customers’ experience. They feel employees’ enthusiasm and energy — or lack thereof — and recognize the bad results of an organization with overall morale problems. Employee engagement matters.
Who experiences greater levels of stress: management or employees? Managers seem to think they do, but hard research data makes it clear: Employees experience greater stress, and that affects the company’s bottom line.
It doesn’t have to be that way: Effective leaders can create an organizational culture that reduces “killer stress” and encourages “challenge stress,” which produces gains in productivity and performance.
Despite its reputation, all stress is not bad. What we call “challenge stress,” actually stimulates people to perform at their best.
“Killer stress,” is the kind that comes from feeling like you don’t have control over your work. Killer stress is unhealthy and in many individuals triggers fight, flight, freeze or stalking behavior — not what good leaders want to find in their organizations.
Here are three actions you can take to reduce killer stress, increase challenge stress and boost your company’s bottom line.
When you enter a room and it’s appropriate given the context and number of people present, greet people by name. When you leave their presence, say goodbye. Not saying hi and/or bye, runs the risk of giving someone the impression that you are indifferent to them. (This practice reflects the Connection Culture element of Value.)
This is the fifth post in our series entitled “100 Ways to Connect.” The series highlights attitudes and behaviors that help you connect with others. Although the attitudes and behaviors focus on application in the workplace, you will see that they also apply to your relationships at home and in the community.
Update: Howard Behar, former President of Starbucks North America and Starbucks International, and I co-authored an article entitled “Leadership Myopia” that appears in the August edition of Leadership Excellence alongside articles by well known leadership experts Gary Hamel, Marshall Goldsmith and Patrick Lencioni. On October 10, I will give a keynote speech at the Retailing Summit held in Dallas, Texas. The Retailing Summit is a premiere event for senior leaders in retail. This year’s conference includes Karen Katz, President and CEO of Nieman Marcus, Maxine Clark, Founder of Build-a-Bear Workshop, Duncan Mac Naughtan, EVP, Chief Merchandising & Marketing Officer for Wal-Mart U.S. and Graham Atkinson, CMO & Chief Experience Officer of Walgreens.
Since today is Bastille Day, I’m posting the chapter from Fired Up or Burned Out entitled “French Hero of the American Revolution.” The subject of the chapter, Lafayette, was a key figure in both the American and French revolutions, and by his action he helped create and sustain Connection Cultures where cultures of dominance or indifference formerly existed.
French Hero of the American Revolution
Visiting historical sites in the state of Virginia, you might be surprised to see recurring tributes to a Frenchman whose name and story remain unknown to most Americans today. At Monticello, Thomas Jefferson’s hilltop home near Charlottesville, you’ll find a portrait and sculpted bust of the Frenchman. At Mount Vernon, George Washington’s home on the Potomac River, you’ll learn that Washington thought of him as a son, and you will find the key to the Bastille on display, sent by the Frenchman to Washington after he ordered the notorious Paris prison torn down during the French Revolution. Perhaps most surprising of all, in the Hall of Presidents beneath the rotunda of the Virginia capitol where a statue of George Washington and busts of the other seven Virginia-born presidents reside, you’ll find a bust of the Frenchman who was neither a president nor born in Virginia.
This post begins our series entitled “100 Ways to Connect.” The series highlights attitudes and behaviors that help you connect with others. Although the attitudes and behaviors focus on application in the workplace, you will see that they also apply to your relationships at home and in the community.
#1 Develop the Courage to Connect – It requires courage to make the effort to connect because not everyone will reciprocate. You may hold out your fist to invite a “fist bump” only find you are left hanging or you may say “hi” to a passerby and receive no response. When our efforts to connect are spurned it triggers “social pain” in our brains (the part of the brain that feels physical pain becomes active when we are left out of a group or our efforts to connect with someone are turned down). That’s why it’s necessary to be prepared by knowing that not all people will connect with us. In such cases, we need to recognize that we made the effort and had the courage to do so. Of the three core elements of a connection culture, this practice reflects “Value,” which is also known as “human value.”
Update: It’s been a busy beginning to the summer. I just returned from speaking at conferences and teaching workshops in Chicago, Dallas and New Orleans. People in attendance at the workshops represented a wide variety of organizations including Allstate, AAA, Blue Cross Blue Shield, FINRA, the U.S. Government Services Administration, Leo Burnett, Liberty Mutual, Northern Trust, and United Airlines. Recently, I also spoke with Jim Blasingame on his radio program entitled The Small Business Advocate. You can hear recordings of topics we covered during the conversation at the links below:
After American and British troops took control of the beaches on D-Day, they got stuck in France’s hedgerow country. Sergeant Curtis Cullen, a former cab driver from Chicago, came up with an innovation that General Omar Bradley, commander of America’s First Army, credited with helping to liberate France. Watch the video to learn about this extraordinary story of innovation and the leaders and culture that made it all possible.
Are you working in a “culture of connection” where you feel a sense of connection to your supervisor, your colleagues, your day-to-day job tasks, and your organization’s mission, values and reputation? A connection culture is life-giving as compared to a culture of indifference or culture of dominance that drain the life out of you. To learn more, check out the video interview I did with Michelle Pokorny of Maritz Motivation following the keynote speech I gave at the Recognition Professionals International Annual Conference in New Orleans.
It’s been said thatattention is oxygen for relationships. That’s why it’s important when meeting with an individual, to develop the habit of being present by staying focused on him or her and giving your full attention. Be engaged and curious by asking questions and then ask follow-up questions to clarify. Listen carefully to words and observe facial expressions and body cues. Pause before you respond to make certain he or she has finished. Don’t check your smart phone, don’t look at your watch, don’t look around the room or let your mind wander. Develop the habit of being present during conversations and you will soon see how it improves your relationships and influence.
Update: Engagement Strategies Magazine just featured an article we wrote entitled “Do Leaders Need to Make Employees Happy?” This week I had the pleasure of giving a keynote speech on employee engagement at the Recognition Professionals Association’s annual conference in New Orleans. Later this month I’ll be speaking on inclusion and innovation at the Dallas Convention Center as part of the American Society for Training and Development’s International Exposition and Conference. We will also be exhibiting at ASTD so if you’re attending, please come visit us.