Michael Lee Stallard's Blog, page 2

The Global Stakes of US Democracy

Article published by IE University

I write and speak about leadership, advocating for a group culture rich with the kind of positive social connection that brings out the best in individuals and thus the collective group. My focus is on what leaders should do to connect people: inspire and unite them around a shared vision and mission, value each individual, and give them a voice.

I think about what leaders shouldn’t do too. I’ve seen the dysfunction brought about by disconnecting leaders, especially those with unchecked power.

Looking through this lens of connection, I’m concerned about the upcoming election. The result of the 2024 presidential race matters in the short-term and the future, for the U.S. and the broader world.

I shared more of my thoughts in this article published by IE University.

This image was taken by Matt H. Wade and shared via Wikimedia under a CC BY-SA 3.0 license. 

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HR at a Crossroads: Article Published by SmartBrief

In the past four years, HR professionals have encountered a host of challenges, including seismic work shifts due to the Covid-19 pandemic, The Great Resignation, and much more. Caught between the dictates of upper management and the wrath of employees in response to policy changes, HR professionals are feeling misunderstood, frustrated, and disengaged.

Not surprisingly, HR had the highest turnover rate of any position tracked on LinkedIn in 2022.

I recently wrote about the challenges HR professionals are facing and some strategies for preventing burnout in the face of those challenges. You can read about it in SmartBrief on Leadership.

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Podcast Appearance: Why Connection Matters in Sales

Mental Selling Podcast

Recently, I had the pleasure of speaking with Will Milano, Chief Marketing Officer at Integrity Solutions and host of the Mental Selling podcast, about why connection matters in sales. 

If you work in sales or manage a sales team, this conversation is for you. We talk about strategies sales leaders can use to create a work environment where sellers thrive, ultimately making the team more productive and successful.

Listen to the full podcast.

 

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Costco Found the Antidote to the Ills of Shareholder Capitalism

Article Published by SmartBrief on Leadership

Recently, SmartBrief on Leadership published an article I wrote about Costco’s stakeholder capitalism approach to business.

Costco stands out as a notable exception to the prevailing model of shareholder capitalism. Under the leadership of co-founder and former CEO Jim Sinegal, Costco cultivated a culture that prioritized employees, customers and sustainable growth over short-term stock market gains. This stakeholder capitalism approach has proven to be not only ethically sound but also financially successful.

Read the full article to learn more about Costco’s approach and why it works.

Photo courtesy of Flickr user Mike Mozart under Creative Commons Attribution 2.0 Generic. Image has been cropped.

 

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Satya Nadella Prepares Microsoft for Rapids of the Fourth Industrial Revolution

First published by Smartbrief on Leadership

As artificial intelligence continues to advance, the internal workings of Microsoft should be a matter of interest to more than just its employees and shareholders. Being a major player in AI, Microsoft will face considerable opportunities, challenges, and even threats of enormous magnitude in the years to come. Is Microsoft ready to navigate well if the sometimes smooth, sometimes choppy waters in the world of technology suddenly turn chaotic?

Highlighting the fragility of our technology infrastructure, last month, a glitch in a software update from the cybersecurity firm CrowdStrike caused computer systems running the Microsoft Windows operating system to crash. And while Microsoft estimated that it affected 8.5 million Windows devices, or less than one percent of all Windows machines, the incident wreaked havoc on organizations worldwide. But it also showed us something about Microsoft as it collaborated and worked quickly with CrowdStrike, Microsoft’s customers, and competitors, including Amazon Web Services and Google Cloud Platform, to remedy the situation.

Looking at Microsoft Through the Lens of Connection Culture

Satya Nadella and his senior leadership team at Microsoft are currently on a roll. Microsoft’s annual revenue has soared from $86 billion to $236.6 billion since Nadella became CEO in 2014 and its stock price has increased 12-fold. It’s no wonder Nadella has been recognized this year as the CEO most admired by fellow Fortune 500 CEOs.

In our work with leaders, we teach them that task excellence + relationship excellence = sustainable superior performance. Of the two equally important variables in that equation, most leaders put the focus on pursuing task excellence, neglecting or downplaying the critical piece of fostering relationship excellence. The peril, as we point out, is that a failure of relationships sabotages tasks and results. A group with a culture of relational disconnection may see short-term success but growing disengagement will hold it back. That’s true, whether it is a small team or a large organization operating globally.

Satya Nadella is clearly not like most leaders. He has developed both task and relationship excellence at Microsoft and has earned the trust of the company’s 221,000 employees who feel connected to him and, as a result, are willing to go all out to achieve the company’s vision.

The employees’ day-in and day-out, lived experience of the culture matters to Nadella. It is foundational. He has said, “[…] in order to get your strategies right and products right, you need two things that really anchor you: that sense of purpose and mission, which gives you direction, and then culture, which makes it even possible for you to pursue that mission.”

Looking through the lens of our Connection Culture framework (see diagram below) with its relationship excellence elements of Vision, Value, and Voice, this article briefly explores how Satya Nadella has cultivated relationship excellence that makes people at Microsoft feel connected to not just him, but to each other and to Microsoft’s customers.

Connection Culture Model of Leadership

©2024 E Pluribus Partners and Michael Lee Stallard

Vision: Uniting Around a Shared Purpose

A compelling vision and mission should inspire an organization’s employees and provide a shared sense of where they are going, why it’s important to get there, and how they are going to get there. It is the banner under which an organization’s goals and activities should align.

Back in 1975, when computers were still massive and required a temperature-controlled room, Microsoft’s founding vision and mission was bold: “A computer on every desk and in every home.” That rallying cry was still in place when Satya Nadella joined as an engineer in 1992. By the end of the 1990s, that once audacious goal was conceivable. Under Steve Ballmer, who followed Bill Gates as CEO in 2000 and preceded Nadella, the qualifying phrase of “running Microsoft software” was added at the end of the vision.

Under Nadella’s leadership, the vision and mission have changed from being centered on Microsoft’s success to focusing more widely on the success of its customers. In 2017 Microsoft announced its strategic vision is “to compete and grow by building best-in-class platforms and productivity services for an intelligent cloud and an intelligent edge infused with AI.” Microsoft’s vision has evolved from being a traditional software company to a forward-thinking technology leader that employs cloud computing, artificial intelligence, and quantum computing to usher in an “intelligence revolution” that allows people to complete more complex tasks while reducing their cognitive load. Nadella articulates this vision by emphasizing Microsoft’s mission to “empower every person and every organization on the planet to achieve more.”

This vision and mission unite employees around a common purpose, driving the company towards significant milestones, such as the growth of Azure, Microsoft’s cloud platform, and the integration of AI capabilities across its product suite. By clearly communicating this vision, Nadella has created a sense of unity and direction that motivates employees to contribute their best efforts towards shared goals.

Value: Respecting and Caring for People

Creating a culture of connection in which employees feel valued as individuals and not treated as mere means to an end requires respecting and caring for people, appreciating and recognizing them for their contributions.

Nadella’s approach to leadership prioritizes getting to know people, including their personal lives, listening to and understanding employees’ needs, and fostering a supportive environment where individuals feel valued and motivated.

It is notable that Nadella views empathy as a core leadership trait. In his book, Hit Refresh: The Quest to Rediscover Microsoft’s Soul and Imagine a Better Future for Everyone, Nadella wrote about personal experiences that have shaped his leadership philosophy in that regard, particularly how the experience of parenting a special needs child impacted him on many levels, opening his perspective. His son Zain, the eldest of his three children, was born with cerebral palsy and passed away in 2022 at age 25. Nadella also credits his wife, Anu, for how she models empathy and for teaching him how to forgive himself. Expanding on that in an interview published in Good Housekeeping, he shared: “Once you come to that deeper realization [that none of us is or will be perfect], you don’t judge as quickly, you listen better and you can amplify people’s strengths versus dwelling on their weaknesses. I think my road to empathy has been possible because of my ability to confront my own mistakes and shortcomings.”

Discussing the role of empathy in a conversation with David Rubenstein on leadership, he spoke of it as “an existential priority for business” and he linked it to innovation. “Our business is to meet the unmet, unarticulated needs of customers. There is no way [this will] come about if we don’t listen — not just to the words, but go deep to understand what the needs are behind it. Empathy is core to innovation. Life’s experiences, if you listen and learn from them, teach you.”

Under Nadella’s leadership, substantial efforts have been made to instill a sense of human value within the culture. Initiatives that demonstrate his commitment to valuing employees range from introducing flexible work policies and investing in employee well-being programs to beginning senior leadership team meetings by celebrating a group in Microsoft that is doing amazing research.

“Care is the new currency for every leader,” he wrote in his letter in Microsoft’s 2021 Annual Report. “Our managers strive to model our culture and values in their actions, to coach their teams to define objectives and adapt and learn, and to care deeply for their employees, seeking to understand their capabilities, ambitions, and invest in their growth.”

Voice: Encouraging Open Communication

The element of Voice is about ensuring people throughout the organization feel they have the opportunity to share their ideas and opinions and they are informed on matters that are important to them. In a culture of connection, this honest dialogue will happen in a manner that safeguards relational connections. A culture that encourages ongoing open communication empowers employees to contribute meaningfully and fosters innovation.

Under Nadella’s leadership, Microsoft has made significant strides in promoting a culture of curiosity and open communication. By shifting Microsoft’s corporate mindset from a “know-it-all” organization to a “learn-it-all” organization, Nadella has cultivated an environment where employees are encouraged to seek knowledge, adapt, and grow.

In Hit Refresh, Nadella described the importance of creating a feedback-rich environment in which employees feel comfortable voicing their opinions and ideas. Toward that end, he has implemented regular town hall meetings and open forums where employees can directly engage with leadership and discuss their concerns and suggestions.

Recognizing that a diverse workforce brings a variety of perspectives and ideas to the table, Nadella has championed diversity and inclusion initiatives. By promoting an inclusive environment, Nadella ensures that all voices are heard and valued, spurring innovation and collaboration across the organization.

Striving to Be a Connected, Collaborative, and Cooperative Organization

The cultural shifts at Microsoft reflect Nadella’s belief that the “C” in his job as CEO stands for culture. “What I realize more than ever now is that my job is curation of our culture,” Nadella shared in an interview. “If you don’t focus on creating a culture that allows people to do their best work, then you’ve created nothing.”

Nadella sees Microsoft’s culture as embodying a “growth mindset,” characterized by an obsession with customers, decision-making derived from a diversity of opinions and perspectives, and behavior that reflects “One Microsoft” — a connected, collaborative, and cooperative organization both internally and with customers and strategic partners.

Satya Nadella exemplifies a leader who is intentional about creating a culture of human connection that fosters both task excellence and relationship excellence. His dedication to working under a shared vision that inspires growth, valuing employees, and giving them a voice has unlocked productivity and innovation, elevating Microsoft’s performance and positioning the organization to navigate what is likely to be a tumultuous decade ahead.

As leaders look to cultivate similar cultures within their teams and organizations, Nadella’s example serves as a powerful testament to the impact of human connection on achieving sustainable success and preparing for a challenging future.

Katharine P. Stallard co-authored this article. 

Image of Satya Nadella by Brian Smale and Microsoft via Wikimedia Commons under the Creative Commons Attribution-Share Alike 4.0 International license. Image has been cropped. 

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Political Division Adds to Employee Engagement Woes: Stop Them Both with This Strategy

SmartBrief on Leadership Article

The combination of rising political division and declining employee engagement levels present a significant challenge for organizations.

However, by training leaders and managers to cultivate cultures of connection, we can create workplaces where employees thrive despite their differences. This not only enhances individual and team performance but also contributes to a more harmonious and productive organizational culture. It is time for leaders to take proactive steps in building connected cultures that transcend political differences and foster a more engaged, collaborative, and cooperative workforce.

I wrote about this topic in a recent SmartBrief on Leadership article. In it, you can learn more about my recommendations on how to prepare your leaders for the upcoming election season.

Photo by  Element5 Digital  on  Unsplash

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The Perils of Charisma Without Character in Leadership

In the annals of history and the chronicles of modern times, the rise and fall of leaders provide valuable lessons about the essential traits of effective leadership for current leaders, aspiring leaders, and the organizations that hire and promote them. One recurring theme is the disastrous consequences when charisma precedes character.

Charisma is defined as compelling attractiveness or charm that can inspire devotion in others. In and of itself, charisma is not a bad thing. With its magnetic appeal and ability to inspire, a leader’s personal charisma can be a powerful tool. It can rally people, drive initiatives, and create a shared sense of unity and purpose. But when a leader possesses charisma without a foundation of strong moral character, watch out.

The fundamental question to be asked is this: Is the charisma being channeled for the primary benefit of the individual or for the greater good? What is the leader’s underlying motivation?

How can you tell? For starters, recognize that rhetoric can be misleading, or even manipulative, however promising it sounds. The same can be said for charm or apparent earnestness. A more reliable measure is to look to the person’s character for clues.

Charisma without Character Is Disconnecting and Fleeting

A low-character leader may achieve short-term success by dazzling followers and stakeholders with his or her charisma, but this success is often built on shaky ground. The allure can be a facade that masks underlying weaknesses. To maintain their veneer of success, such leaders frequently engage in unethical and sometimes unlawful behavior. They are often willing to lie, cheat, steal, and harm others to achieve their goals. Some will even go to extreme lengths, showing a complete disregard for human life and societal norms.

The low-character individual’s lack of integrity and moral grounding eventually leads to downfall. Implosion is not just a possibility but a high probability, as history has shown. We have seen this pattern when charisma precedes character over and over again.

High-charisma / low-character leaders create environments of fear and mistrust, where the end justifies the means, and integrity is sacrificed at the altar of personal ambition. Their words and actions may create or reinforce a culture of “us” (loyalists or an inner circle) versus “them” (non-conformists or out-groups). Stereotypically, they don’t like to have their pronouncements challenged or questioned.

Charisma that is not anchored by solid character often leads to ethical breaches and unsustainable practices. These actions might bring immediate rewards but invariably lead to long-term repercussions, including legal troubles and personal disgrace. And repercussions can extend beyond the fallen leader to those who were complicit as well as to those who were innocent victims of the reputational damage done to the organization or the organization’s collapse.

Charisma Grounded in Character Is Connecting and Enduring

In stark contrast to those who rely solely on their charisma to project success, leaders with charisma anchored by strong character and competence, exhibited by attitudes, words, and behaviors that reflect humility, love, and service, are far more likely to deliver sustainable success. These high-character individuals lead from a concern for “we” over “me” and thus the culture they foster around them is vastly different.

The effectiveness of leaders with strong character is reflected in sustainable success. Their teams or organizations are built on trust, ethical practices, and a commitment to the greater good. These leaders inspire loyalty and dedication, leading to high levels of employee engagement, customer satisfaction, and long-term profitability.

If you want to become a high-character leader, or want to be able to quickly identify high-character leaders when making hiring and promotion decisions for your organization, seek the traits of humility, love, and service. Here’s what that may look like in a workplace setting.

High-character Leadership Trait #1: Humility

Humility allows leaders to recognize their own limitations and appreciate the contributions of others. It fosters a culture of learning and collaboration, where team members feel valued and motivated to contribute their best. Humble leaders are not afraid to admit mistakes, which not only humanizes them but also creates a culture where missteps or failure is seen as a learning opportunity rather than a disgrace or something to keep hidden from others.

High-character Leadership Trait #2: Love

Love, in the context of leadership, translates to genuine care and concern for the well-being of others. Individuals who lead with love prioritize the needs of their team members, customers, and community. They build trust and a sense of positive connection and belonging, creating an environment where people feel safe, respected, and inspired to achieve collective goals. Such leaders understand that their own success, as well as the overall success of the group, is intertwined with the success of those they lead, and they are committed to fostering growth and well-being.

High-character Leadership Trait #3: Service

Service is about putting others before oneself. Servant leaders focus not on personal gain, be that money, power, or status, but on empowering those around them. This could look like identifying and removing obstacles, and providing the resources needed for growth and success. They lead by example, demonstrating that true leadership is about serving others rather than being served. This approach not only enhances the leader’s credibility but also cultivates a culture of mutual respect and shared purpose.

Employing Charisma for Good

In times of uncertainty or difficulty, how is a leader employing his or her charisma? Is it to infuse hope and the encouragement needed to come together and carry on, acknowledging the current state while pointing to a brighter future, sharing information and calling for collaboration? We would expect to see this in a high-character leader. Given the same scenario, we would not be surprised to see the charisma of a low-character leader being used to infuse divisiveness by placing blame on others, dwelling on the negative, or encouraging unethical or illegal behavior.

While charisma can ignite the spark of leadership, it is character that sustains the flame. Leaders who embrace humility, love, and service create lasting, positive legacies and drive sustainable success. Conversely, those who rely on charisma alone, neglecting the development of their moral character, are destined for eventual disaster. It is imperative for aspiring leaders to prioritize character development, ensuring that their charisma serves as a complement to their ethical and principled foundation, and for organizations to hire and promote leaders with a strong foundation of character

The Bottom Line

In this day and age of abundant entertainment and ever-present social media, we might judge a leader first on the basis of charisma, then competence, and then character, without giving it any thought. Organizations seeking leaders who will guide their teams to long-term success would be wise to look first for a foundation of strong moral character and competence. Charisma is a bonus, not an essential trait for effective leadership.

Katharine P. Stallard co-authored this article. 

Photo by Hunters Race on Unsplash

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Declining Employee Engagement Signals an Opportunity

A sobering report was released by Gallup Research recently: At 30 percent, employee engagement has hit its lowest point in over a decade, dropping an additional three points in the first quarter of 2024 from the end of 2023. That drop equates to another 4.8 million U.S. workers who are now in the “I’ll just do the basics of what I need to do” or “Why should I bother?” camp. This revelation is not just a statistic; it’s a wake-up call for organizations.

Seventy percent of workers are disengaged. Within that majority are men and women who account for the seventeen percent deemed “actively disengaged.” This last group may channel their disengagement in disruptive or destructive ways. Consider the impact on any number of measures — productivity, quality control, and innovation, to name a few — if on a team of ten people, five people are ho-hum, two people are checked-out or even angry, and only three people are committed and enthusiastic.

In Gallup’s reporting in 2023, several issues related to what was driving worker disengagement were noted, including “less role clarity, lower satisfaction with their organizations and less connection to their companies’ mission or purpose”  and “less likely to feel someone at work cares about them.”

When Gallup’s research reveals a downward trend in engagement levels, it’s a red flag for organizations to reassess their culture and leadership practices. If the goal is to foster a thriving work environment, is what they are doing working? Do they even have a thought-out approach to improving culture? Amidst this challenge of weak engagement levels lies an extraordinary opportunity for organizations that prioritize Connection Cultures.

Overcoming Employee Engagement Challenges Through Connection Culture Principles

What is a Connection Culture, you may ask? It’s more than just a buzzword; it’s adopting a leadership mindset that drives practices revolving around three key elements we’ve termed as Vision, Value, and Voice. When leaders embrace pursuing both task excellence and relationship excellence through the three Vs, they create an environment in which employees feel connected, engaged, and motivated to contribute their best work. This type of culture combats widespread employee engagement woes.

Let’s break down the elements of a Connection Culture:

Vision: A compelling vision serves as the North Star for an organization. It’s not just about profits or market share; it’s about a purpose that resonates with employees. When leaders communicate an inspiring vision that serves the greater good, employees feel a sense of purpose and alignment with something meaningful. This vision goes beyond mere words; it ignites passion and drives collective efforts toward a common goal.Value: People are not interchangeable cogs in a machine; they are individuals with unique strengths, perspectives, and aspirations. Treating them in a way that makes them feel invisible or dispensable opens the door for disengagement. A Connection Culture values people as individuals, recognizing their contributions and nurturing their growth. It’s about creating a culture of respect, empathy, and appreciation in which every team member feels seen, heard, and valued for who they are. A culture of connection is a culture of belonging.Voice: An essential aspect of a Connection Culture is giving people a voice. Leaders may say employees have a voice, but when employees can tell that their feedback and input is not actually wanted or won’t be considered, disengagement grows. It’s not enough for leaders to listen passively; leaders must actively seek out and incorporate employee input into decision-making processes. This means creating channels for feedback, encouraging open and psychologically-safe dialogue, and empowering employees to share their opinions and ideas on matters that are important to them. When employees feel their voices are heard and valued, they become more engaged, committed, and invested in the organization’s success.Connection’s Role in Attracting and Retaining Engaged Employees

Now, let’s delve into why this formula matters, especially in light of the current decline in employee engagement. In a time when so many employees feel disengaged, disconnected, and demotivated, organizations with strong Connection Cultures have a competitive advantage. They attract top talent who are not just looking for a paycheck but also for a sense of purpose, belonging, and fulfillment in their work. These organizations are magnets for high-performing individuals who thrive in environments in which they are confident they will be able to contribute meaningfully, grow professionally, and make a difference.

Moreover, Connection Cultures excel at employee retention. When people feel valued, heard, and connected to something bigger than themselves, they are more likely to stay loyal to their organization. This reduces turnover costs, boosts morale, and creates a stable, cohesive workforce that drives long-term success.

Leaders play a pivotal role in cultivating Connection Cultures. They must embody the elements of Vision, Value, and Voice in their actions, decisions, and communication. Employees can tell when leaders are paying lip service to the three Vs and aren’t actually internalizing them. For a Connection Culture to take root, these three key elements must be integrated into the fabric of the organization’s culture, policies, and practices.

In conclusion, the current decline in employee engagement is a wake-up call for organizations to prioritize Connection Cultures. Guided by the framework of Vision + Value + Voice, organizations can create environments in which employees feel inspired, valued, and empowered to reach their full potential. This isn’t just about data points and improving engagement scores; it’s about creating a healthy, life-giving workplace culture that promotes people thriving and organizations excelling. The opportunity is here; it’s time to seize it.

Katharine P. Stallard co-authored this article

Photo by  Vitaly Gariev  on  Unsplash

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Share First, Listen Second: A Guide for Incoming Leaders

The announcement comes down from above: the current boss is leaving and a new boss from outside the team has been chosen. What if this change takes the team by surprise and little more is shared about the situation? Now, if the current leader has been ineffective or difficult to work under, then this news may come as a relief to the people on the team. Regardless, cue the side conversations and speculation and the range of emotions that come with it, chief among them nervousness. What will this new boss be like? Is the person a command-and-control type who will dictate all sorts of changes? Is anyone’s job safe? Will they be connection-minded, welcoming input and establishing a sense of belonging and collaboration?

The dynamics are about to change, but people don’t know yet whether it will be for the better or worse. Their prevailing attitude toward change will factor into how well they navigate the coming time of transition. In general, some people embrace change, excited about new possibilities or a fresh start. Others resist it, preferring the known, even if it’s not ideal. They may dread the unknown and gravitate toward imagining a poor outcome.

What if you are that new boss in our opening scenario? As you step into your new role, it would be worthwhile for you to reflect on what you have experienced during leadership changes as well as be mindful of the very natural apprehension team members may be feeling. Managers have the power to hire and fire, determine pay and promotions, and give assignments. Because of that power, the people they are responsible for leading may naturally fear them, especially when a manager or higher-level leader is new to a team or group.

There are situations in life when having a sense of fear and acting accordingly is a good and helpful thing. But this is not one of them. Fear sabotages the ability to reason because it engages the part of the brain called the amygdala where the brain processes threats, which then disengages the prefrontal cortex (PFC) where rational thought and language are processed. Feelings of anxiety are present when the amygdala is in charge. Research has found that connecting with a person and getting them to talk engages their PFC so they are able to make more rational decisions and quiets activity in the amygdala so they feel better. Not connecting with the people they lead is a sure way for a leader to sabotage a team or group’s performance.

Knowing what we do about the superpower of human connection, we strongly recommend that you make it a priority to connect with the people you are now responsible for leading. (This also applies if you have been promoted within the team and you will now be leading your colleagues.) Your approach and timing will matter. Here are two real-life examples.

Sharing, Starting with You

One leader we know likes to take a proactive approach when joining a new team. She invites the team to an introductory meeting, to be held shortly after the announced leadership change has been made. She begins the time together by sharing a brief presentation that provides both personal and professional background. Topics include a little bit about her family, her interests, her philosophy of what makes a great team, and things that she prioritizes when making decisions about the team’s strategy. She then gives the team time to ask her questions. This “getting to know me” first step is followed up by “getting to know you” one-on-one meetings with each member of the team. The “listening tour” takes place within the first few weeks.

The result? Reduced anxiety amongst team members as they meet and begin working with their new boss, plus a faster ramp-up time for the leader.

Not Sharing Leaves You Vulnerable to Misperception

When leaders don’t take the time to thoroughly introduce themselves early on, team members may jump to conclusions and feel anxious. Leaders at high levels need to be particularly mindful of reaching out to not only their direct reports, but also to those further down their chain of command to introduce themselves and begin establishing rapport.

The leader who chooses to remain a bit of a mystery should recognize that it leaves them open to being misread and misunderstood. If an employee’s first time interacting with “the big boss” is in a working session, the employee may falsely interpret a business-like, matter-of-fact approach as an indication that the leader is indifferent to them or dissatisfied with their work. Many times, the leader is simply focused on accomplishing the task and has forgotten to consider the emotions employees may be experiencing as they meet the person with power over their career advancement and livelihood.

The employee who is still trying to figure you out may hold information back, not knowing if you are a “kill the messenger” type. Or they may present a rosier picture than reality to make a favorable first impression.

Make Personally Connecting a Priority

Be the leader who makes it a priority to connect with the new people you are responsible for leading. Don’t leave them in the dark. Yes, tasks and meeting goals are important and you’ve been hired to make things happen. You may be concerned about getting off to a fast start and showing leaders above you that they made the right choice. But, don’t neglect the relational side of work. Toxic and even lukewarm relationships will impede progress. This is especially true if your mandate going in is to address problems.

Lead by example. Share your professional background and values when it comes to the team and leadership. Share about your personal life, to the extent you are comfortable. For example, you might tell the team about where you were born and grew up, and what your interests are outside of work. On your listening tour, ask people to share a bit about their background. Look for attitudes or experiences that you have in common. Ask them what they enjoy about the job and the organization. Ask them what work environment helps them do their best work. Communicate that you are open to input and will want to know what’s right, what’s wrong, and what’s missing from your thinking as you all go forward together as a team.

Gaining “personal knowledge” has been shown to humanize people and increase trust, and also make people more responsive to one another. This will help you be more effective as a leader by increasing employee engagement and strategic alignment with the goals you lay out for the team after you’ve gathered input from your listening tour.

So, incoming leader, there is no time to waste if the transition is already underway. The “why” for sharing is clear. You must now ask yourself “what” it is that you’ll decide to share.

Katharine P. Stallard co-authored this article. 

Photo by Jason Goodman on Unsplash

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New Article Published by IE Insights: Human Connection in the Age of AI

With all of the dialogue about how AI will shape our futures, let’s not forget to consider the impact of AI on one of the most important drivers of personal well being and organizational performance: human connection.

In this new article published in IE Insights, a publication of IE University in Spain, Katharine Stallard and I explore ideas raised by companies and individuals such as Aro, The Atlantic’s Adrienne LaFrance and Jonathan Haidt, Gallup’s Jon Clifton, The New York Times’ Kate Murphy, and the U.S. Surgeon General Vivek Murthy.

Ultimately, AI has tremendous potential to be used for good, but we need to be mindful of and intentional about mitigating the risks. As we write in our conclusion:

“Our devices are tools. We can decide how and when we use them. We can decide when we don’t. What makes us human, and what gives us joy and purpose on this Earth, is how we connect with one another and discover our common humanity. So, in order to get the best out of our technology – tools that will become increasingly more potent thanks to AI – we must safeguard our humanity, by protecting our in-person social time, strengthening our communities and networks, and by watching out for those us who might be less fortunate.”

Photo by Steve Johnson on Unsplash

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