We live in the most connected world ever. Social media, cell phones, satellite broadcasts, internet – we have launched so many methods to reach out and touch someone across the globe.
Yet how connected are we, truly, with our own teams?
Have we connected the dots within our organizations? Are there opportunities where teams and individuals are isolated from each other? In a connected organization, people having access to everything and everyone is where it’s at.
Here are some real definitions of what connection is about:
Connect. To link people, A to Z, Amanda to Zech. Join together to provide access, communication. It’s vital to understand this concept as your starting point.
Connector. The person doing the connecting. The leader, but building everyone into connectors themselves. As a leader, are you instigating connection? Are you developing others to be connectors as well?
Connected. All systems are set up. The process is in place, and working. All points lead to everywhere.
Connection. An established link between two or more people. An relationship in which a person, idea, or things is linked to someone or something else. Every connection is unique based on the people’s needs from each other.
Connecting. To build the personal open network. The process of bringing together. What are you doing each day to bring people together?
It may seem like a lot, but the process to start is quite easy. How does a leader connect?
Build trust & mutual respect. People only connect with those of common bond and trust. This foundation is critical to any relationship.
Open communication – both ways. A conduit provides access from A to B, but does not restrict the flow to just one way. Foster and develop people to open the lines. This can only happen when the trust and respect above is established.
Make sure all points/dots are connected. Anyone not in the loop? Everyone have access to everyone else, resources, vision? Make every effort to link everyone, through formal and informal means, systems, personnel functions, and so on. “No employee left behind.”
Check for weak connection links. Daily. Examine every interaction in your organization against the connection model. Find the weak links. Fix them, or replace them, before the chain snaps.
Foster and encourage internal & external connection. Within the organization, yes. Outside of the organization, even better. Get your people connected and involved w/ mentors outside, organizations, and associations. Don’t make your organization an island. Connect entire teams, companies, and industries with this connectivity culture and watch the magic happen.
We live in the “connection economy” today. Don’t circumvent your people. Work on connecting everyone to form a stronger web of vision and synergy.
Mark Miller is an accomplished leadership author whose day job is as puts it “selling chicken.”
As Vice President of High Performance Leadership for Chick-Fil-A, Mark knows what it tskes to make and duplicate leaders throughout a large organization. he has a passion for developing and teaching, and his new book that released earlier this year, Leaders Made Here, continnues on that path to leadeship development that Mark started many years ago. We appreciate his sharing his wisdom and insight with us today.
Originally published on GreatLeadersServe.com
Leaders face obstacles daily, and often, we may not even think much about it. Challenges are just part of what we do. But what about a new leader, what issues does he or she face? What mistakes do you see new leaders make that could be avoided?
The following issues are often contributing factors when you see a new leader have a false start…
No vision – Leadership always begins with a picture of the future. People expect their leaders to have a destination in mind. Our followers have many questions for us even if we are new… “What are we trying to accomplish? What are we trying to become? Why does it matter?” As soon as possible, begin to paint a picture of the future. A partially formed vision is better than no vision at all.
Too few questions – The majority of leaders, new and seasoned, ask too few questions. This is extremely dangerous for the new leader. He or she may make countless bad assumptions that could be avoided with some carefully crafted questions: What are the biggest opportunities around here? What’s your favorite, and least favorite, thing about working here? Etc.
Insufficient context – The likelihood of this being a major issue for the new leader is in direct proportion to the number of questions he/she asks. What you don’t know can hurt you. Lack of context can make a leader look incompetent and out of touch. As a new leader, you are trying to build credibility and trust. You don’t have any chips to burn.
Moving too fast – or too slow – This one is tricky. Every situation is different. And, every situation demands its own pace. If you move too fast, the odds of a disaster escalate. When you move too quickly, you are at risk of missing the context and making bad decisions. The flip side – if you move too slowly, many will question your courage, competence and your leadership. Trust your instincts and remember… Progress is always preceded by change.
Trying to make everyone happy – This is a curse every leader must face and defeat. If you are a new leader, you are probably hypersensitive on this issue. You really do want people to like you – most human beings share a degree of this sentiment. However, leaders know to succumb to this desire dooms your leadership from the beginning. Your goal is not to make people angry – it is to lead with all diligence. If you work to make everyone happy, you’ll work yourself out of a job.
If you are a new leader, congratulations! Get ready for a fast start.
What mistakes do you see new leaders make?
Mark Miller is the best-selling author of 6 books, an in-demand speaker and the Vice President of High-Performance Leadership at Chick-fil-A. His latest book, Leaders Made Here, describes how to nurture leaders throughout the organization, from the front lines to the executive ranks and outlines a clear and replicable approach to creating the leadership bench every organization needs.
Today’s post is authored by Dr. Larry Senn, a well-known consultant and whose latest book The Mood Elevator takes a personal application towards leadership. In it, Dr. Senn defines the various moods we encounter and how those moods interact within ourselves as we interact with others.
Senn shares with us today how our minds play that key role in shaping our moods, our interactions, and our influence.
Whether we realize it or not, all day every day, we have a movie/dialogue going on inside of our heads. No, we’re not crazy, we just have a narrator inside of our heads helping us make sense of the world as we encounter it.
In his book, Untethered Soul, author Michael Singer describes a typical example of a conversation we might have in our head before going to sleep.
“What am I doing? I can’t go to sleep yet. I forgot to call Fred. I remembered in the car but I didn’t call. If I don’t call now…oh wait it’s too late. I shouldn’t call him now. I don’t even know why I thought about it. I need to fall asleep. Oh shoot, now I can’t fall asleep. I’m not tired anymore. But I have a big day tomorrow, and I have to get up early.”
Sound familiar? This voice is constant and constantly fills our heads with stories, stories that many times are far from the reality of the situation. This movie we create in our head is how we can plummet from the top of the Mood Elevator to the bottom, when absolutely nothing in our outside world has changed.
Look at the story of Deborah from the book, The Mood Elevator. Awhile back Senn-Delaney hired a new consultant named Deborah. Shortly after Deb was hired, I invited her on a sales call with me at a major utility company close to where she lived. I thought it would be good to give her a chance to hear how we presented ourselves to a prospective client, and it might yield some work with her in her hometown. I didn’t think much of it, but a few months later, Deb told me how this very innocent invitation sent her into a horror movie in her head.
A sales call with the chairman of my new company?! But I’m so new. I’m just getting to know Senn Delaney. What if I perform badly? I’m not a salesperson; I’m a consultant. What if I say something stupid? I could get fired! That would look awful on my résumé. I took a risk leaving my long-time employer, and I can’t go back now. What if I can’t get another job? My oldest child won’t be able to start college. I could lose my house.
Nothing about Deb’s life had changed, yet she was already envisioning herself losing her house. It’s important to note that the feelings resulting from the horror movies in our heads are as strong as if the reality were true. Deb felt as frightened from the movie in her head as if she actually did lose her job. These movies have a very powerful effect on our moods and where we are on the Mood Elevator. In reality, the meeting went quite differently than Deb’s movie predicted. The three of us hit it off very well, we got the client and Deb had some work in her hometown to launch her career with us.
Deb’s story is far from unique, we all do this on a very regular basis. We get mad at someone in our minds, picture how we’re going to confront that person, and then find out they didn’t even do it. Or we picture in our minds how we’re going to fail at a project and then it goes extremely well. Regardless of the movie we’re playing in our mind – the important thing is to have an awareness that what is going on inside our head isn’t necessarily reality. Even more importantly, when the movie in our head is a scary one, our thinking is typically faulty and unreliable so by all means we must mistrust our thinking and not act until the movie is over, until we have our bearings back.
Think about when you’re watching a real movie. You sit in the darkened theater, caught up in the drama and the suspense; the music is playing, and the special effects are making your adrenaline flow. But consciously you know it’s just a movie. You know that if it gets too scary, you can go buy popcorn. When you learn to treat your mental movies like real movies, your thinking will have less power over you and as a result you can spend more time up the Mood Elevator.
About Dr. Larry Senn
Dr. Larry Senn pioneered the field of corporate culture and founded in 1978, Senn Delaney, the culture shaping unit of Heidrick & Struggles. A sought-after speaker, Senn has authored or co-authored several books, including two best-sellers. His newest is The Mood Elevator (August 2017), the follow up to his 2012 book, Up the Mood Elevator. You can learn more about Larry and his work at his website, www.themoodelevator.com.