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U N L O C K I N G C O R P O R A T E P O T E N T I A L

TOOLBOX FOR HR

Maximize Employee Engagement

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CURRENT WORK ENVIRONMENT

Why should you care?

• Employee trust and cooperation are at lowest

level in more that 20 years

• 75% of our employees are not engaged at work!

• = America: 101,000,000 employees

• 90% are not engaged or aligned with objectives!

Sources: Corporate Executive Board, Gallup, The Conference Board



THE CONNECTION CULTURE

“Connection is a bond based on shared identity, empathy and understanding that moves self-centered individuals toward group-centered membership.”

- E Pluribus Partners



U2’S CONNECTION CULTURE




THE CASE FOR CONNECTION



RESEARCH AND FINDINGS



HUMAN NEEDS AT WORK

• Meaning

• Personal Growth

Source: E Pluribus Partners Research

• Autonomy (Freedom)

• Recognition

• Belonging

• Respect



PSYCHIATRY

Lack of connection at work

• loneliness



PSYCHIATRY


• loneliness

• isolation



PSYCHIATRY


• loneliness

• isolation

• confusion



PSYCHIATRY


• loneliness

• isolation

• confusion

• distrust



PSYCHIATRY


• loneliness

• isolation

• confusion

• distrust

• disrespect



PSYCHIATRY


• loneliness

• isolation

• confusion

• distrust

• disrespect

• dissatisfaction



NEUROSCIENCE

Neuroscience has shown that connection:

• Reduces stress hormones (epinephrine, norepinephrine, cortisol)



NEUROSCIENCE



• Increases dopamine which enhances attention and pleasure



NEUROSCIENCE




• Increases serotonin which reduces fear and worry



NEUROSCIENCE




• Increases serotonin which reduces fear and worry

• Increases oxytocin which makes us more trusting of others



ORGANIZATIONAL BEHAVIOR

Employee Engagement Study

• 50,000 employees

• Emotional factors are 4X as effective as rational factors when it comes to employee effort

• Engaged (connected) employees are 20% more productive than the average employee

Source: Corporate Executive Board




Florida State University Survey

When Bosses Behave Badly –employees retaliate:

• 30% slowed down or purposely made errors vs. 6% of those not reporting abuse.







• 27% purposely hid from the boss vs. 4% of those not abused.








• 33% confessed to not putting in maximum effort vs. 9% of those not abused.









• 29% took sick time off even when not ill vs. 4% of those not abused.









• 29% took sick time off even when not ill vs. 4% of those not abused.

• 25% took more or longer breaks vs. 7% of those not abused.



HISTORY

Great Leaders

• Queen Elizabeth I

• George Washington

• Dwight D. Eisenhower

• Winston Churchill

• John Wooden

• Frances Hesselbein

• Anne Mulcahy

• A.G. Lafley

Lessons from great and failed leaders of nations, businesses, sports teams and the social sector

Failed Leaders

• King George III

• Montezuma

• Napoleon

• Frederick the Great (later years)

• Dictators

• Communist leaders

• Howell Raines

• Phil Purcell



CONNECTION: THE BOTTOM LINE

• Mentally and physically healthier

• More trusting

• More productive

• More cooperative

• More creative

• Better problem solvers



CONNECTION: THE BOTTOM LINE

• Mentally and physically healthier

• More trusting

• More productive

• More cooperative

• More creative

• Better problem solvers

Connection = Life

Disconnection = Death



• Family mobility

• Divorce

• More parents in workforce

• Diminished company-employee loyalty

• Technology can foster anonymity, isolation

• Less participation in community organizations

LESS CONNECTION TODAY




We need to put the corpus back into corporation!

“Corpus” is Latin for body

Cor·po·ra·tion (kôr'pə-rā'shən) n.

1.A body that is granted a charter recognizing it as a separate legal entity having its own rights, privileges, and liabilities distinct from those of its members. Such a body created for purposes of government. Also called body corporate.2.A group of people combined into or acting as one body.



THE CORPORATE EQUATION

+Task

Excellence

Relationship Excellence

= The Connection Culture




CREATING A CONNECTION CULTURE



ELEMENTS OF CONNECTION

Core Elements1.Inspiring Identity2.Human Value 3.Knowledge Flow

Enabling Elements4.Committed Members5.Servant Leaders

Enabling Elements are the types of people who believe and behave in a way that increase connection.




Vision (Inspiring Identity)

Value (Human Value)

Voice (Knowledge Flow)

Easy way to remember the Core Elements:



INSPIRING IDENTITY (“VISION”)

When everyone in the organization is

proud of the reputation.

united by the values, and

motivated by the mission,



VISION

Steve Jobs and “Think Different”



HUMAN VALUE (“VALUE”)

When everyone in the organization

understands the needs of people,

appreciates their positive, unique contributions, and

helps others achieve their potential.



VALUE

Pixar and Ed Catmull



VALUE

“What we can do is construct an environment that nurtures trusting and respectful relationships and unleashes everyone’s creativity. If we get it right, the result is a vibrant community where talented people are loyal to one another and their collective work, everyone feels that they are part of something extraordinary, and their passion and accomplishments make the community a magnet for talented people coming out of schools or working at other places. I know what I’m describing is the antithesis of the free-agency practices that prevail in the movie industry, but that’s the point: I believe that community matters.”

Ed Catmull, President, Pixar Animation Studios



KNOWLEDGE FLOW (“VOICE”)

When everyone in the organization

safeguards relational connections.

shares ideas and opinions honestly, and

seeks the ideas of others,



VOICE

According to her colleagues: “She told us everything, stuff we didn’t want to know [like how close we were to running out of cash].” “Part of her DNA is to tell you the good, the bad, and the ugly.”

Anne Mulcahy and Xerox



VOICE



Best practice: Knowledge Flow Sessions

1. The leader frames the discussion – “Here’s what I’m thinking!”

VOICE





2. The leader grants permission for knowledge flow.– “No one has a monopoly on good ideas so tell me what’s

right, what’s wrong and what’s missing?”

VOICE






right, what’s wrong and what’s missing?”3. Ground rules for discussion.

– “We want actionable ideas not personal attacks.”

VOICE







– “We want actionable ideas not personal attacks.”4. Follow up

– “Affirm in writing the people who gave useful ideas.”

VOICE







– “We want actionable ideas not personal attacks.”4. Follow up

– “Affirm in writing the people who gave useful ideas.”5. Appreciate the truth teller.

– “Make heroes out of people who speak truth to power!”

VOICE



CONNECTION CULTURE

The Connection Culture



American Psychology Association study

Leading psychologists

Global study

Identified 24 specific character strengths

CHARACTER



CHARACTER STRENGTHS

Creativity Persistence Perspective/Wisdom

Spirituality/Purpose Vitality Hope/Optimism

Citizenship Love of Learning Bravery

Integrity Prudence Curiosity

Kindness Leadership Love of People

Fairness Self-regulation Forgiveness/Mercy

Social Intelligence Gratitude Humor

Humility/Modesty Open Mindedness Appreciation of Beauty & Excellence

Source: Character Strengths and Virtues by Peterson and Seligman (2004)



ORGANIZATIONAL CHARACTER



- Actionable examples - 20 stories of great leaders- Questions for team study

www.EPluribusPartners.com

www.MichaelLeeStallard.com

[email protected]

RESOURCES

Free Digital Book Download: http://www.michaelleestallard.com/wp-content/uploads/Fired-Up-or-Burned-Out-Paperback-Reprint-1.pdf


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