Michael Stallard, president of E Pluribus Partners and world-leading expert on how to create a... [+]
As the U.S. Women’s National Team celebrated their World Cup victory a few weeks ago, many of the athletes talked about how connected they were, how much they enjoyed and appreciated each other—and that they felt those things long before the world saw them on display. It was, they said, the secret to the team’s success.
Connection is one of the most essential elements in a truly great team, no matter what the field. And no one understands that like Michael Stallard, president of E Pluribus Partners and world-leading expert on how to create a “connection culture.”
Stallard regularly speaks, educates and coaches leaders on using rational and emotional connections to increase employee engagement, boost productivity, and innovation. I love the depth of his research and recently asked Stallard for his recommendations for how great teams can tap into human connection.
“Humans have a biological need to feel connected,” he said. “Furthermore, an employee’s feelings of connection, community, and unity are the most powerful and least understood aspects of successful organizations.”
Every coach, manager, and leader wants to create camaraderie to carry his or her team through the highs and lows of their shared journey, but what does camaraderie really look like and how deep do these connections really run?
Stallard first observed the power of a connection culture through the lens of a tragic set of circumstances. In the early 2000s, his family received shocking news: His wife had been diagnosed with advanced ovarian cancer with only a 10% chance of survival. Ignoring the odds, Stallard admitted his wife into treatment at the Memorial Sloan Kettering Cancer Institute—one of the best cancer treatment facilities in the world—and from the moment they walked through the doors, it was clear that there was something special at work.
Everyone—from the “hugger and healer” doorman to security to the administrative staff—welcomed the Stallards with great warmth. Even their oncologist explained their aggressive treatment options in an upbeat and optimistic mood. The Stallards’ grim moment had been transformed into a lifeline of hope because of the unified front they encountered.
Michael Stallard's book "Connection Culture" describes the competitive advantage of shared identity,... [+]
“The entire institute cared for us and the other patients like family,” he said. “Even though the odds were against us, I was hopeful that we could get through the treatment.”
After months of chemotherapy, his wife made a full recovery—but Stallard never forgot the organizational excellence shown by the Institute to his family from Day One.
“That experience made me see the powerful connection that the staff had with their patients, each other, and to the mission of the organization,” said Stallard.
Since then, Stallard became captivated with studying and building connection cultures for the corporate, government and academic world. In his research, he found that culture and biology are intricately linked, which ultimately effects individual performance. Neuroscience also shows that feelings of connection have a positive effect on brain neurotransmitters and hormones and enzymes throughout our bodies, which leads to increased health and achievement.
“Individuals in a connection culture actually work harder because they are connected,” Stallard said. “Whereas in ‘cultures of control,’ people with power, influence, and status rule over others—creating an environment where employees fear to make mistakes or speak up, are micromanaged, hyper-criticized, and eventually disengage from the organization.”
Our conversation inspired me to learn more. In sports, business, or any field, the great teams commonly use occasional “team-building exercises” to instill camaraderie and enhance their team’s common vision. That’s good, but in a “connection culture,” the organization builds group bonding into everything they do—creating true human connection and a competitive advantage in the process.
But how do they ensure that these efforts become part of day-to-day operations?
“A leader can create a connection culture by sharing vision, value, and voice,” Stallard instructed. “When that leader communicates an inspiring vision and lives it, values others, and gives them a voice, they feel connected. If all three are recognized, then the byproduct is a great organizational culture.”
Stallard said the Ford Motor company knows better than many that creating a connection culture can make the difference between success and failure. In 2006, Ford was failing until former CEO Allen Mulally began developing a stronger organizational culture. By communicating Henry Ford’s vision of putting America to work with affordable transportation, Mulally was able to connect employees with the greater company purpose. Additionally, he gave employees a voice to hear their opinions, which created the value of new Ford designs and affordable development. The mission drove the design, and helped Ford rebound from the brink of collapse.
By shifting the focus away from the fears of brand failure and concentrating on how the company offered value to both its customers and its workforce, Ford was able to recover a culture of a shared, mutually beneficial mission between company and consumer. “Caring about people is the most important value in leadership,” said Stallard. “True leadership cares about others and results. Ultimately, the results are benefiting people.”
What kind of culture are you in—one of conflict or connection? Take Stallard’s 9-question culture quiz and leave me a comment. I’d love to hear your experience on how you (or your professional team) have used vision, value, and voice to create a strong connection culture.
