The New York Times recently had an article entitled “What Makes a Hospital Great” that described new research concluding a hospital’s culture and the quality of relationships were the most important factors determining patient outcomes. This finding is consistent with our research that concluded leaders must be intentional about developing both “task excellence” and “relationship excellence” in order to achieve sustainable superior performance. If leaders focus on task alone the eventual failure of relationships will sabotage excellence.
Today is Presidents’ Day in the U.S., a day in which we primarily celebrate our first president, George Washington. After reading the article “George Washington’s Tear Jerker” in The New York Times, one might ask, was Washington really the great leader he has been made out to be? I asked myself that question during the summer of 2002 and began a journey to unpack truth from myth. I went as far as contacting and speaking with Edward Lengel, the foremost historian on Washington’s generalship. After doing my own research I wrote the following which became one of the chapters on 20 leaders in Fired Up or Burned Out.
First in Their Hearts
Richard Neustadt, Presidential Scholar at Harvard University, observed the following about George Washington: “It wasn’t his generalship that made him stand out . . . It was the way he attended to and stuck by his men. His soldiers knew that he respected and cared for them, and that he would share their severe hardships.” Read more »
Jason Pankau and I recently recorded a podcast interview on happiness at work for Alter+Care, the healthcare real estate company. You can hear the podcast at this link.
Michael Lee Stallard and Jason Pankau
K. Anders Ericsson and his colleagues famously concluded that 10,000 hours of deliberate practice are required to achieve excellence and expert status. Malcolm Gladwell popularized Ericsson’s 10,000 hour rule in his book Outliers. What many forget is that Ericsson’s research also concluded the experts benefitted from coaching and mentoring by people who told them the truth, even when it was painful to hear.
The point here is that no one becomes great at anything without coaching and mentoring. Do you have coaches and mentors in your life who help you learn, grow and develop into the person you want to become? Do you want to be better at exercising and eating healthy? Why not ask someone you know who is good in those areas to mentor you. Do you want to be a better listener? Ask a good listener you know to give you suggestions about how to improve. Want to be a better parent and spouse? Ask your children and spouse how you can improve.
Michael Lee Stallard is president of E Pluribus Partners. Jason Pankau is the president of Life Spring Network, a Christian ministry. They write, speak and teach workshops on leadership and employee engagement. Michael and Jason are co-authors of the bestselling book Fired Up or Burned Out.
Most leaders can learn an important lesson from the RAs at TCU who are creating a sense of community in the residence halls on campus. You can read about it in this excellent article entitled “Culture of Caring.” The article makes an important point that creating a sense of community requires intentionality. Daniel Terry, TCU’s director of Community Renewal, puts it this way:
“We’re trying to create whole people here at TCU. [TCU has always had an emphasis on personal attention and mentoring relationships.] We’re implementing Community Renewal at TCU because, like all communities, there needs to be some intentionality around relating to the people around you. Where there is no intentionality, people tend to take relationships for granted.”
In this blog, I consistently describe new research and case studies that collectively prove beyond any reasonable doubt that connection = flourishing and life and disconnection = disfunction and death. This applies to both individuals and organizations. (For additional information on Connection Cultures read the Connection Culture Manifesto or my book Fired Up or Burned Out.) That’s why I’m excited about what I saw at TCU last week when I spoke on campus and met with university administrators, faculty and students. TCU’s motto is “learning to change the world.” By developing citizens who value connection and community and know how to create it, TCU will indeed be living up to its aspiration. This comes at an important time given that the emotional health of many college students is at a low. With 75 percent of American workers not feeling connected to their supervisors or colleagues at work — and, as a result, not giving there best efforts — American business leaders need to learn a lesson from these RA’s who value connection and are intentional in bringing it about.
Many thanks to Deborah Mills-Scofield for complementing my book Fired Up or Burned Out in her Forbes.com blog post entitled “Personal Connections are the New Currency.”
At the heart of building community is developing a bond of connection among the members of a group. In other words, when the members of a group feel positive emotions related to being understood, respected, appreciated, and included by their group’s leaders and fellow members, it forms a bond that strengthens cooperation and commitment among group members.
Emotions are important to organizational effectiveness. Research by the Corporate Executive Board has shown that emotional factors are four times as effective as rational factors when it comes to the amount of effort employees put in their work. Emotional factors include how an employee feels about his organization’s identity and the people he works with whereas rational factors include what an employee thinks about his compensation.
Typically, an organization’s managers and stars feel emotionally connected while three-quarters of all employees do not. What happens to those who don’t feel connected? They stop caring. They stop giving their best efforts. They stop fully communicating and, as a result, decision-makers don’t get the information they need to make optimal decisions. This disconnection results in a gradual spiraling down of performance that may eventually threaten an organization’s survival.
Connection is grounded in human needs. I’ve found that two of these needs, recognition and belonging, can be partially met through participation in online communities. The need for recognition is in our DNA. It’s almost as if we have a “recognition battery” that needs to be charged regularly but the curious aspect of this battery is that its plug-in is located at a spot on our back that we can’t quite reach. As such, we rely on the people around us to charge our recognition battery. If it’s charged, we are energized; if not, we become drained and lose energy.
In addition to recognition, we have a need to feel that we belong to a group — to be in a place where “everyone knows your name,” as the popular theme song of the old comedy television show Cheers stated. Positive interactions on a regular basis with members of a group bring about this feeling of belonging.
There are a number of online capabilities that organizations can put place to help meet the needs for recognition and belonging, and bring about feelings of connection.
Online Personal Profiles that allow people to express their personal identities through posting photographs, hobbies and interests outside of work provide recognition. When co-workers inevitably comment on these personal expressions of identity, it provides recognition and a sense of belonging that makes people feel more connected. Giving employees a place to express who they really are helps them avoid feelings of isolation that occur when they begin to feel like cogs in a machine. Also related to personal identity are affinity groups such as book clubs and alumni groups. These groups can be encouraged and supported with online intranet websites and social media that increase connection among people with shared interests outside of work.
Social Media can be used to inform employees and invite them into conversations about corporate issues. Leaders who mine the resulting body of content for good ideas, implement them, and give credit where credit is due will discover that this helps employees feel more connected. This practice will also improve decision-making and innovation as decision makers gain access to new information and participants to identify new business opportunities, process improvements and product possibilities.
Podcasts and Webcasts are helpful tools to facilitate connection by reaching employees who have visual and auditory learning styles. They can also be used to increase awareness of thought leaders and experts in an organization. For example, Polly Pearson, former Vice President of Employment Brand and Strategy Engagement at EMC, interviewed thought leaders and experts on an internal webcast entitled “Culture Talk.” Polly helped several EMC employees to become internal bloggers and eventually to blog externally. As a result, EMC developed more than 40 bloggers.
These are but a few of the online means that can be utilized to foster connection among the members of an organization. By helping everyone to feel connected, organizations will increase the employee engagement, strategic alignment, productivity, innovation and overall performance.
Jason Pankau and I were guests on a podcast for clients of The Alter Group, one of America’s leading real estate development firms. The podcast host was Tom Silva, Vice President of the Alter Group. Our topic was happiness at work, leadership, employee engagement and employee motivation. You can check it out at this link or download it on iTunes.
Check out this great article entitled “Channelling Churchill, Ryan Inspires His Team“ on New York Jets’ football coach Rex Ryan The article makes several important points that support the conclusion we came to from our research on leaders who produce sustainable superior performance. Our research concluded that sustainable superior performance comes when leaders develop task excellence and relationship excellence. Rex Ryan is doing this by connecting with his players on both emotional and rational levels. He connects rationally by communicating and leading his team to implement effective strategy and tactics. This produces “task excellence.” Ryan’s passion and authenticity helps him connect on an emotional level. This helps produce “relationship excellence.” Ryan communicates simple, relevant and memorable themes with phrases such as “burn the boats” and “how dare you?” He tells memorable stories to illustrate his points.
The Jets are a decent team but not a great team, yet. They just pulled off a big playoff win by defeating the Indianapolis Colts. Given what I’m seeing, I expect the Jets are on the rise as Rex Ryan and team continue to develop a Connection Culture with Vision, Value and Voice.