Category Archives: Connection & Engagement

5 Approaches To Thrive In The Connection Economy

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.

(image: pixaby)

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Getting Off to a Fast Start – Guest Post by Mark Miller

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.

Growing Pains – Guest Post By Art Barter

The pigs are running the farm. So begins the story of Farmer Able. Everyone on his farm — people and animals alike — are downright downtrodden by him. He’s overbearing and compulsively obsessed with profits and productivity. He’s a typical top-down, power-based manager, forever tallying production numbers in his well-worn ledgers. But the more he pushes the hoofs and horns and humans, the more they dig in their heels. That is until one day when he hears a mysterious wind that whispers: “It’s not all about me.” Can he turn things around and begin attending to the needs of those on his farm, thus improving their attitudes and productivity?

The following is an excerpt from chapter 18 of Farmer Able by Art Barter. Art’s been widely known as a tremendous pioneer in transforming culture and leadership into servant-led organizations. We ‘re happy to have Art contribute this post from his book that launched earlier this year.

GROWING PAINS

Despite this setback, Farmer Able still believed his newfound approach would be quickly embraced and adopted. But change isn’t easy. The ripple of discontent had already started with Foreman Ryder. Over the next few days, that creek persisted to rise.

“Me and Ernie can only plant what’s been plowed and disked,” Ryder said to Farmer Able when he came in from the field. The arrangement all spring had been one plowed the field, one disked it and one planted it. But now Farmer Able was off on what Ryder referred to as “a hare-brained goose chase.” (Ernie heard the mixed metaphor in this, but wisely chose not to point it out to Ryder.)

In Ryder’s mind, the readying and planting were falling behind. He had berated Ernie to stay on top of things, micromanaging every moment of his time. But there was only so much back-and-forth in the fields, in any one man, on any given day—and Ryder knew it.

“We’re already working sun up to sun down,” Ryder complained to Farmer Able. “At this rate, there’s acreage not going to get planted in time. And the crops won’t be mature before the autumn frost. You do the math.”

Farmer Able had to smile at this expression: You do the math. He realized that in the past several weeks since the wind and ants had showed up, he hadn’t pulled out his little numbers book in his overalls nor had he penciled in any figures in his office ledger.

Confident he was on the right course, he told Ryder, “You don’t need to stress over this. The numbers will take care of themselves. I think what we’re doing here will pay off.” Farmer Able tried to explain his new purpose. “When you help something else grow, everything grows, including yourself. We’re talking about the greatest good for all.”

“So now the cows and horses are running things?” Ryder groused.

One could almost see the steam coming out the ears of the git-’er-done foreman. He was certainly of no mind to attend to the needs of the hoofs and horns beneath him. After all, they were animals—simply objects to be manhandled.

And though he’d never admit it, that same authoritative mindset extended to the one above him as well. He liked to think he was actually in charge of the one who was in charge of him. He knew how to accomplish all these tasks better than the boss!

But now Ryder had a real problem, because what the boss was asking for wasn’t a task at all. No, this method was a mindset. Farmer Able was simply encouraging Ryder to keep up his good work and the farmer would continue his.

As Ryder watched the farmer clean up the barns and take a hankering to the animals’ wellbeing, he came to despise the beasts even more. For him it came down to “deserving” a thing, and those animals hadn’t “deserved” anything—especially given their falling production numbers, which Ryder was well aware of.

This stuck in his craw, because Ryder had quite the elevated sense of fairness. Never mind that he didn’t see things hypocritical in his own behavior. No, his own shortcomings were easily swept under the rug. Justified and excused—such was the Ryder high court ruling regarding himself—but woe to another if his twisted sense of right was breeched. As far as he saw things, everybody and everything never quite met his standards—leastways the lowly beasts.

With Farmer Able’s newfangled approach, Ryder actually became even more entrenched. In light of the kindness the farmer was showing the animals, Ryder actually ratcheted up his tyranny. He was determined to power through. They “deserved” a swift kick, an extra tug, a yank away from the water trough even when they weren’t done drinking.

The conclusion that infused the herd was simply this: Farmer Able is to blame. One would have to backtrack just a little to understand the cow logic operating here. The herd was already suspicious of Farmer Able’s newfound niceness. They were all just waiting for the other hoof to drop. (A cow, being a quadruped, imagines not just one more hoof could drop, but an additional three. This certainly makes clear the breadth of cow cynicism.)

And drop it did, in the form of Ryder unloading on them. But did these bodacious bovines place the proper blame on Ryder? No. They considered themselves keener than this. They attributed the fault to Farmer Able. They didn’t trust all these changes.

Some of the cows were more certain than ever that having the shed back with its “deep warmth” would be far better. Harry the horse, after getting stung by an especially hard whack from Ryder, cynically concluded that Farmer Able had trimmed his hoofs to get more work out of him. Yes, he could see the true motivation. That kindness was all horse feathers indeed.

The chorus of woe actually grew in spite of Farmer Able’s new approach. Oh, how they longed for “the good old days.”

*****

Art Barter believes everyone can be great, because everyone can serve. To teach about the power of servant leadership, Art started in his own backyard by rebuilding the culture of the manufacturing company he bought, Datron World Communications.  Art took Datron’s traditional power-led model and turned it upside down and the result was the international radio manufacturer grew from a $10 million company to a $200 million company in six years. Fueled by his passion for servant leadership, Art created the Servant Leadership Institute (SLI).

To learn more about Art and his new Servant Leadership Journal, as well as his book on servant leadership, Farmer Able: A Fable About Servant Leadership Transforming Organizations And People From The Inside Out, endorsed by Stephen M.R. Covey, Ken Blanchard , and John C. Maxwell , visit www.servantleadershipinstitute.com .

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