Category Archives: Media Appearances

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Is Too Much Stress Damaging Your Chromosomes?

Too much stress, including stress in your workplace, damages “telomeres” on the ends of your chromosomes and causes rapid aging.  Interestingly, when people connect in supportive relationships it triggers the production of enzymes called “telomerase” that heal damaged telomeres.  Check out this outstanding 58 minute National Geographic documentary entitled “Stress: Portrait of a Killer” about this and other research on the effects of stress. It includes an excellent segment on the famous Whitehall research studies in the UK that established stress and mortality were inversely related to hierarchy in organizations.

Update: I recently returned from speaking, teaching and meeting with leaders of organizations in business, higher education and government in Houston, Fort Worth, Texas and Erie, Pennsylvania.   ASTD’s The Public Manager recently published a version of a case study I wrote about CNO Admiral Vern Clark’s improving the U.S. Navy’s culture.  The article is entitled “Great Leaders Connect with the People They Lead.”

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In a Crisis, Culture Matters: the Navy on 9/11

Within hours after the terrorist attacks on September 11, 2001, U.S. Navy aircraft carriers, destroyers and cruisers were in place to protect America’s shores. Naval leaders anticipated what had to be done and took action before they received orders. At the Pentagon in Washington, D.C., planning for America’s response began while fires from the attack still smoldered nearby.

The rapid response of the U.S. Navy on September 11 was in part due to the culture led by Admiral Vern Clark who served as the U.S. Chief of Naval Operations (CNO) from 2000 until his retirement in 2005.  The CNO is the principal naval adviser to the President and the Secretary of Defense on the conduct of war.  The Navy achieved some impressive gains during Clark’s tenure as CNO and the naval leaders I’ve met or spoken with have praised his leadership and positive impact.  By the time Clark retired as the second longest serving CNO in U.S. Navy history, he had led changes that would have a positive effect on the U.S. Navy for years to come.  Learn about Admiral Clark’s leadership of the U.S. Navy in an article I wrote for Leadership Excellence that you can read at this link. 

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Achieving Greatness Requires Coaching

Did you notice at the Olympics that all the world class athletes had coaches?  No one becomes great without coaching.  We all have blind spots we cant see that are sabotaging our performance.  This is true of leaders, too. Coaches and mentors help leaders see their blind spots. They also provide advice and encouragement to help leaders overcome their blind spots and strengthen their strengths.

Are you stuck in your career or want to accelerate your growth?  If so, get a coach.

Update

Check out the interview I did on Connection Cultures with Ago Cluytens of Coaching Masters in Switzerland.  You might also enjoy this article I wrote for the August edition of Leadership Excellence entitled “Great Leaders Connect.”

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Articles, Media on Leadership, the Science of Connection, and Taking a Creative Risk

Last week I met Frances Hesselbein, head of the Frances Hesselbein Institute, over a delightfully long lunch at the Waldorf Astoria.  Peter Drucker once called Mrs. Hesselbein America’s best leader.  I’ve written about her remarkable leadership of the Girl Scouts of the USA.

At one point in our lunch I mentioned a quote from Psalm 78:72 about King David’s leadership of Israel.  The New Living Translation of the Bible states it this way: “he cared for Israel with a true heart and led them with skillful hands.”  It’s a variation of the “Task Excellence + Relationship Excellence” model we teach at organizations.  After hearing the Bible verse, Mrs. Hesselbein leaned over toward me, looking me directly in the eyes and said “and he cared for them first.”  I will never ever forget those words coming from a leader who lived them out.

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Do Leaders Need to Make Employees Happy?

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 it 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.

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Recent Media Appearances

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.





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The Secret of Apple and U2’s Success

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Apple is now the most valuable company in the world in terms of market capitalization and U2’s recent tour just became the highest grossing of all time, crushing the previous record held by the Rolling Stones.

Learn about Apple’s remarkable rise in market cap in this New York Times article and learn about U2’s claim as the greatest band of all time in this article from the Atlantic magazine’s website.

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How Leaders Connect to Boost Employee Engagement

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Here’s a link to an audio interview Jason Pankau and I did with Jeremie Kubicek, CEO of GiANT (GiANT Impact, Catalyst and Chick-fil-A Leadercast).  Jeremie is the author of a great book entitled Leadership is Dead: How Influence is Reviving It.

During the interview we discussed how leadership affects employee engagement, strategic alignment, productivity, innovation and organizational performance.  Check it out at this link.

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Real Recognition Radio Interview

Today, Roy Saunderson and S. Max Brown of Real Recognition Radio are featuring an interview we did about Connection Cultures, leadership, employee engagement, employe recognition, productivity, innovation and achieving sustainable superior performance.  Roy and Max are both knowledgeable experts on employee recognition and they are delightful individuals to engage with in conversation.  I hope you’ll check out our interview at this link.

Last month, I appeared as a regular guest on Jim Blasingame’s nationally-syndicated radio program focused on small business owners.  Unfortunately, I forgot to post a link to the recording of the interview posted on Jim’s website.  You can listen to it here.