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
LEARNING FOR LIFE
Creating a Connection Culture
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
RESEARCH AND FINDINGS
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
FORMULA FOR SUCCESS
+Task
ExcellenceRelationshipExcellence
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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
THE CONNECTION CULTURE
THE CASE FOR CONNECTION
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RESEARCH AND FINDINGS
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
HUMAN NEEDS AT WORK
• Meaning
• Personal Growth
Source: E Pluribus Partners Research
• Autonomy (Freedom)
• Recognition
• Belonging
• Respect
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PSYCHIATRY
Lack of connection at work
• Loneliness
• Isolation
• Confusion
• Distrust
• Disrespect
• Dissatisfaction
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POLITICAL SOCIOLOGY
Nations with higher social capital (i.e. connection) have:
• Higher economic growth
• Greater trust
• More cooperation
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POLITICAL SOCIOLOGY
Since WWII, happiness declined although economic prosperity increased dramatically
Anxiety/depression increased
Experts believe it’s attributable to a lack of connection and community
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SOCIAL SCIENCE
Social scientists have learned connection = positive impact
• Babies held, interacted with = healthier
• Students connect with teacher = better academic performance
• Patients with greater social support = recover faster
• Adults with connection = more creative, better problem solvers
• Seniors who have social relationships = live longer
Sources: Carlson, 1998; Rosenthal and Jacobson, 1992; Resnick, 1997; Cohen, 1997; Berkman, 1979; Baumeister, 2003; MacArthur Foundation Study, 1998
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NEUROSCIENCE
Neuroscience has shown that connection:• Reduces stress hormones (epinephrine,
norepinephrine, cortisol)• Increases dopamine which enhances attention
and pleasure• Increases serotonin which reduces fear and
worry• Increases oxytocin which makes us more
trusting of others
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ORGANIZATIONAL BEHAVIOR
Employee Engagement Study
• 50,000 employees • Emotional factors are four times 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
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CURRENT WORK ENVIRONMENT
Why should you care?
• Employee trust and cooperation are low
• 75% of employees are not engaged at work!
• America: 101,000,000 employees
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EMPLOYEE ENGAGEMENT DEFINED
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WORK BECOMING MORE IMPORTANT
Beginning in the 1990s, work became a greater part of Americans’ self-definition than family and community.
- The Gallup Poll
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CURRENT WORK ENVIRONMENT
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.
• 25% took more or longer breaks vs. 7% of those not abused.
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THE OPPORTUNITY
“One of the things you notice in Gallup Research is that only one in four workers in the U.S. are engaged in the workplace… Imagine if you could get half the employees engaged… It is just unbelievable to me the potential that exists for companies.” James Clifton
CEO, Gallup Organization
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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
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FRANCES HESSELBEIN
• “Great leader” - Peter Drucker
• Girl Scouts of the USA
• Inclusive in planning
• Stayed connected to people
• Results: Saved Girl Scouts from extinction and transformed it into 3.5 million Girl Scouts, paid staff of 6,000 and 730,000 volunteers
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CONNECTION: THE BOTTOM LINE
• Mentally and physically healthier • More trusting• More productive• More cooperative• More creative• Better problem solvers
Connection = Flourishing, Life Disconnection = Disfunction, Death
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• Family mobility
• Divorce
• More parents in workforce
• Diminished company-employee loyalty
• Technology can foster anonymity, isolation
• Lower participation in community-based organizations
LESS CONNECTION TODAY
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Changing values:
• More relational
• Stories and narrative
• Authenticity
• Ethnic diversity
• Experiential participation
YOUNGER GENERATIONS
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THE CORPORATE EQUATION
+Task
Excellence
Relationship Excellence = The Connection Culture
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THE FORCE OF CONNECTION
Like the wind in the trees
An invisible force between human beings that promotes trust, cooperation and “esprit de corps”!
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THE FORCE OF CONNECTION
Definition - A bond based on shared identity, empathy and understanding that moves self-centered individuals toward group-centered membership.
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THE CONNECTION CULTURE
We need to put the corpus back into corporation!
“Corpus” is Latin for body
Cor·po·ra·tion (kôr'pə-rā'shən) n. •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. •A group of people combined into or acting as one body.
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
THE CONNECTION CULTURE1. Which area of our research on employee engagement did you find most
intriguing and why? What applications do you see this having in your particular context?
2. On a scale of 1 (low) to 10 (high), what is the current level of relational excellence at this moment in your organization? Name one person you have seen who develops relational excellence that you would like to emulate?
3. How do the members of your organization most effectively and efficiently increase connection?
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WORKSHOP
CREATING A CONNECTION CULTURE
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TERRY TATE VIDEO CLIP
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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.
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WORKSHOP
ELEMENT #1INSPIRING IDENTITY
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INSPIRING IDENTITY (“VISION”)
When everyone in the organization is
proud of the reputation.
united by the values, and
motivated by the mission,
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VISION
Steve Jobs and “Think Different”
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• Leaders must embody the identity of the organization.
• Leaders reproduce who they are.• Over time, the organization identity will
reflect the identity of its leaders.
• What do leaders stand for and model to
others?
VISION
Role of the Leader
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VISION
Create meaning in your organization:1. Innovate, bring something new to the world.2. Inspire your team to reach a challenging goal.3. Clarify and communicate your Inspiring Identity upfront (the
mission, values and the reputation you intend to build).4. Consistently communicate your inspiring identity.5. Employ the power of the pen.6. Establish your “Vision Team” for ideas and feedback.Reflective Question: What is one thing you could do in the
next 48 hours from the above list?
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QUESTIONS FOR YOUR VISION TEAM
1. When have you felt proud and why?
2. What do we stand for?
3. Where are we going?
4. How will we get there?
5. Why is it important?
6. How are we doing?
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WORKSHOP
ELEMENT #2HUMAN VALUE
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HUMAN VALUE (“VALUE”)
When everyone in the organization
understands the needs of people,
appreciates their positive, unique contributions, and
helps others achieve their potential.
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VALUE
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VALUE
Pixar
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VALUE
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Jet Blue’s Values
• Humility - Jet Blue CEO flies one day a week to serve meals, clean planes, help luggage handlers.
• Cares about crew - Jet Blue CEO meets with 95% of new crew on their first day, knows many of their names and/or stories
• Cares about customers- hires and promotes friendly people who make a personal connection with customers
• Passion - CEO is very high energy (had ADD)
VALUE
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Jet Blue - Attracting Employees
In 2002, Jet Blue had to fill 2,000 crew member jobs…
it received 130,000 applications!
VALUE
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VALUE
Understands psychological needs of people
Human needs at work: RespectRecognitionBelongingAutonomy (freedom)Personal growthMeaningSources: Ryan and Deci, Maslow, Frankl, Csikszentmihalyi, Banks
Lack of connection > deficit need
dysfunctional behavior
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VALUE
Reflective Question: Which of the human needs do you see most quickly promoting dysfunctional behavior when they are not met?
Human needs at work:• Respect• Recognition• Belonging • Autonomy (Freedom)• Personal Growth• Meaning
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1. Understanding human nature
Everyone has:• Heart (Spirit, Will, Desires)• Soul (Emotions, Conscience, Intuition)• Mind (Thoughts, Knowledge base, Plan)• Strength (Body, Energy, Capabilities)
Treat everyone as if this were true…always.
VALUE
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VALUE
2. Appreciate positive, unique contributions -When we show appreciation for others, it helps meet their needs for recognition and belonging.
Know my story• How well do you know the people you work with? • What is their background?• What are their dreams and ambitions?• What motivates them?• Who is important in their life?• What qualities do they strive for?
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VALUE
3. Help others achieve their potential
Encourage personal growth• Coaching and mentoring• Honest feedback is essential to see our blind spots• Share your gold with others!
Encourage vocational growth - development courses
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VALUE
Human Value – Dial Up the Value
1. Make a human connection with as many people as possible.
2. Treat and speak to others as partners.
3. Help people find the right roles.
4. Educate, inform, and listen to employees.
5. Decentralize decision making.
6. Recognize the need for work/life balance.
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VALUEHuman Value – delete what devalues
1. Eliminate disrespectful, condescending and rude behavior.
2. Balance criticism with encouragement.
3. Be slow to commission new leaders (first evaluate their task excellence and connection capability).
4. Minimize unnecessary rules and excessive controls.
5. Eliminate excessive signs of hierarchy.
6. Confront and discipline devaluing leaders.
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WORKSHOP
ELEMENT #3KNOWLEDGE FLOW
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KNOWLEDGE FLOW (“VOICE”)
When everyone in the organization
safeguards relational connections.
shares ideas and opinions honestly, and
seeks the ideas of others,
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VOICE
Case study: A.G. Lafley
CEO of Procter & Gamble
• Seeks people’s opinions
• Open-minded and honest
• Get the “moose out of the closets”
• First year: 2.5X increase in employee approval of P&G’s leadership
• Second year: soaring profitability and stock price helped fund acquisition of Gillette
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VOICE
Three Benefits of Knowledge Flow:
1. Increases connection and fires up people.
2. Helps decision makers make better decisions.
3. Increases creativity and innovation.
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1. Seeks the ideas of others We don’t have all the answers!
Be quick to listen, slow to speak and slow to become angry.
Neurological pathways are set - -we must intentionally break free of them and seek new paths!
VOICE
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2. Shares ideas and opinions honestly
• Speak truth to power
• Never become a “yes man”
• Stand up for what you believe
• Share your ideas
VOICE
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MALCOLM IN THE MIDDLE VIDEO CLIP
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VOICE
3. Safeguards Relational Connections
• Be intentional!
• Relational Bank Accounts
• Mentors
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Safeguards Relational Connections
1. No personal attacks.
2. Be quick to apologize when needed.
3. Give the benefit of the doubt -- accept the apologies of others without holding grudges.
VOICE
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Remember the Three “S”
Seek
Share
Safeguard
VOICE
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VOICE
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VOICE
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VOICE
Organizations with strong Knowledge Flow create:
1) a safe place to share ideas
2) intentional times to get together as a team
3) ground rules for actively sharing
information as well as listening to and
respecting each other
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Best practice: Knowledge Flow Sessions1. The leader frames the discussion
– “Here’s what I’m thinking!”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?”
3. Ground rules for discussion. – “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
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VOICE
To increase Knowledge Flow:• Promote a culture of responsiveness• Encourage people to be inquisitive• Encourage external awareness• Increase the diversity of participants• Seek opinions, reward courage• Promote a culture of experimentation• Be sure to safeguard relational connections
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QUESTIONS TO CONSIDER
1. How is the balance in your “relational bank account” those you need to work with?
1. In what ways can we move towards being slow to speak and quick to listen?
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WORKSHOP
ELEMENT #4COMMITTED MEMBERS
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ELEMENTS OF CONNECTION
Core Elements1. Human Value2. Inspiring Identity3. Knowledge Flow
Enabling Elements4. Committed Members5. Servant Leaders
Enabling Elements: the types of people who believe and behave in ways that increase connection.
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
COMMITTED MEMBERS
Definition
People in the organization who are:
Committed to task excellence,
Promoting the Connection Culture, and
Living out character strengths and virtues.
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“…while there are indeed great, often unfathomable forces in history before which even the most exceptional of individuals seem insignificant, the wonder is how often events turn upon a single personality, or the quality we call character.”
-- Historian David McCullough
CHARACTER STRENGTHS
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“Ability may get you to the top but it takes character to keep you there.”
-- Legendary UCLA basketball coach John Wooden
CHARACTER STRENGTHS
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“I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character.”
-- Rev. Martin Luther King, Jr.
CHARACTER STRENGTHS
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American Psychology Association study
Leading psychologists
Global study
Identified 24 specific character strengths
COMMITTED MEMBERS
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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)
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ORGANIZATIONAL CHARACTER
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COMMITTED MEMBERS
Character Committed
1. Develop habits that reflect character strengths.
2. Build high trust relationships with people who want to develop good character.
3. Undertake periodic checkups – 360 reviews.
4. Study and celebrate the character of intentional connectors.
5. Select, measure and promote leaders who have character strengths and who connect.
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WORKSHOP
ELEMENT #5SERVANT LEADERS
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SERVANT LEADERS
Committed Members empowered with the authority to:
Coordinate task excellence,
Facilitate the connection culture, and
Model and mentor others in character strengths and virtues.
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SERVANT LEADERS
• Committed Members will be frustrated with processes, procedures and people who impair their ability to make progress.
• Servant Leaders are proactive in training members to function with excellence and get them what they need to get their job done well.
• They also identify obstacles to either task excellence or the connection culture and remove them.
Anne MulcahyFormer CEO, Xerox
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ELEMENT #1: INSPIRING IDENTITY
People around King George referred to the colonists as “rabble”
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ELEMENT #1: INSPIRING IDENTITY
Our “Glorious Cause”
Our “Noble Cause”
Our “Cause of Virtue”
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ELEMENT #2: HUMAN VALUE
The colonists felt like they were being treated like slaves.
Source: Ideological Origins of the American Revolution, Bernard Bailyn
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ELEMENT #2: HUMAN VALUE
He was known for his devotion to the people he was responsible for leading.
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“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 in their severe hardships.”
ELEMENT #2: HUMAN VALUE
The late Richard Neustadt, Presidential Scholar, Harvard University
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ELEMENT #3: KNOWLEDGE FLOW
He imposed taxes without the colonists’ consent or the consent of their representatives
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ELEMENT #3: KNOWLEDGE FLOW
He was known as a listener and one who considered the opinions of others.
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ELEMENT #4: COMMITTED MEMBERS
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Became the “Conqueror of Cornwallis”
ELEMENT #4: COMMITTED MEMBERS
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ELEMENT #1: INSPIRING IDENTITY
The “Glorious Cause” of Liberty - Lafayette
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ELEMENT #2: HUMAN VALUE
Sacrificed for the soldiers at Valley Forge
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ELEMENT #3: KNOWLEDGE FLOW
“the common soldier was my greatest teacher”
- Lafayette
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If it weren’t for this Frenchman…Americans today might be British!
ELEMENT #4: COMMITTED MEMBERS
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“Give me leave, my dear General, to present you …with the main key to the fortress of despotism. It is a tribute, which I owe, as a son to my adoptive father, as an Aide-de-Camp to my General, as a Missionary of liberty to its Patriarch.”
- Marquis de Lafayette March 17, 1790
ELEMENT #4: COMMITTED MEMBERS
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ELEMENT #5: SERVANT LEADERS
“…[George Washington] is the greatest man in the world”
– King George III
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“The success of democracy in a wide variety of places and among many different people would suggest that the principles of liberty and equality on which they are based are in fact not accidents or the result of ethnocentric prejudice but are in fact discoveries about the nature of man (italics ours).”
- Political Sociologist Francis Fukuyama
THE CONNECTION CULTURE
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
THE CORPORATE EQUATION
+Task
Excellence
The Connection Culture
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
Become an Intentional Connector
Who will you be at home, at work and in your community?
• Intentional connector
• Unintentional disconnector
• Intentional disconnector
THE CHALLENGE
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TODAY’S GOAL
Three specific actions you will
implement immediately.
1. ?
2. ?
3. ?
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Next Steps:
1. Read Fired Up or Burned Out.
2. Connection Culture Assessment
3. Executive life coaching
THE CONNECTION CULTURE
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THE CONNECTION CULTURE
QUESTIONS?