Leaders eat last
•Télécharger en tant que PPTX, PDF•
27 j'aime•14,511 vues
Spark Session of Leaders Eat Last by Simon Sinek.
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
Dernier
Dernier (14)
Leaders eat last
- 1. Spark*Sessions Leaders Eat Last: Why Some Teams Pull Together and Others Don’t Written by Simon Sinek Presented by Krystal Clark 7/10/14 #vuspark @simonsinek @clarkkn
- 2. overview • The book you’re NOT reading. #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 2
- 3. outcomes 1.Describe the actual role of a leader. 2. Explain the importance of environment in creating a satisfactory work experience. 3. Understand how humans are naturally wired. 4.Design steps to create an environment in which employees thrive and feel valued. #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 3
- 4. “I LOVE my job.” #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 4
- 5. • Leaders provide cover from above. • The people on the ground floor look out for each other. #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 5
- 6. Circle of Safety DANGER DANGER SAFE DANGER DANGER #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 6
- 7. Circle of Safety Are you inside? • Feel valued by our colleagues and superiors • Confident that the leaders and our peers will help us to succeed • We feel like we belong • Free exchange of information and effective communication • Stress declines • Fulfillment rises #vuspark Are you outside? • Paranoia, cynicism, self-interest prevail, stress, mistrust, selfishness, aggression • Opposite of all the stuff listed over there • Leadership falters • Cooperation declines 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 7
- 8. REAL TALK • Levels of depression and anxiety among people who are unhappy at work were the same or greater than those who were unemployed. • Stress and anxiety at work have less to do with the work we do and more with weak management and leadership. • People who don’t feel recognized for their effort at work were more likely to suffer from heart disease. • Toxic energy leads to lack of productivity. #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 8
- 9. “I would like to say that misery loves company, but in this case, it is the companies that love misery that suffer the most.” #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 9
- 10. Less control = More Stress More control = Less Stress #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 10
- 11. “We’re built to work together. We are, at a deeply ingrained and biological level, social machines.” #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 11
- 12. Endorphins Dopamine Serotonin Oxytocin #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 12
- 13. “You can’t laugh and be afraid at the same time.”- Stephen Colbert #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 13
- 14. “You’ve got mail.” #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 14
- 15. “Whether we like to admit it or not, we need each other.” #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 15
- 16. “…I can’t deny the fact that you like me, right now, you like me!”- Sally Field #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 16
- 17. “My favorite definition of love is giving someone the power to destroy us and trusting they won’t use it.” #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 17
- 18. #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 18
- 19. “I LOVE my job.” #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 19
- 20. “The cost of leadership is self-interest.” – Lt. General George Flynn of the USMC #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 20
- 21. Have you ever seen a snowmobile in the desert? #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 21
- 22. “No one wakes up in the morning to go to work with the hope that someone will manage us. We wake up in the morning and go to work with the hope that someone will lead us.” #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 22
- 23. Leadership Lesson #1 So Goes the Culture, so Goes the Company “When we assess how we “feel” about our jobs, we are very often responding to the environments in which we work. It is not just about the work we are doing, per se.” #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 24
- 24. Leadership Lesson #2 So Goes the Leader, so Goes the Culture “ The goal of a leader is to give no orders. Leaders are to provide direction and intent and allow others to figure out what to do and how to get there.” #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 25
- 25. Leadership Lesson #3 Integrity Matters Always admit that you fell asleep. #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 26
- 26. Leadership Lesson #4 Friends Matter #vuspark “eyeball leadership” 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 27
- 27. Leadership Lesson #5 Lead the People, Not the Numbers “…when a balance of serotonin and oxytocin is maintained and the focus is put on morale first, performance will follow and the strong feelings will last. When people feel good about working at the company they will work harder for the #vuspark company…in the order.” 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 28
- 28. “Might as well face it, you’re addicted to [fill in the blank].” DOPAMINE #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 29
- 29. Step 12 #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 30
- 30. “What was one of your best days at work?” #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 31
- 31. “Empathy is a second by second, minute by minute service, that we owe to everyone if we want to call ourselves a leader.” #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 32
- 32. We need more leaders. #vuspark 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 33
- 33. questions. • Thank You. It is great to see you. • Fill out the evaluation. Please. • FREE! • Say CHEESE! You’ve been incredible and I’ve been Krystal Clark. 11/7/2014 spark*sessions, K.Clark,SLD,Vanderbilt 34
Notes de l'éditeur
- I’m Krystal. Introduce yourself to the folks at your table. –Name, how long have you been at VU, what do you do? I need you to mean this…give it all you’ve got. Are you ALL IN? Look to the left---”I’m so happy you’re here.” Look to the right– “Thanks for all that you do at Vanderbilt.” Look at me and say “Krystal, you are AMAZING!!!”
- The book you’re not reading by Simon Sinek Also, the dude that wrote Starts with Why—pretty good read and TED Talk—I’ll send that to you along with supplemental information about LEL… Giveaway…hide EL sticker --not a raffle, even though you’re not into books—the written word may not be your forte—one of you will win a copy of LEL today. Read it, give it to a colleague who is not here today, prop up your couch…it’s all yours! Bryan Masters was our winner last time
- Fill out the evaluation. Thanks!
- Think about this…I certainly don’t want anyone to share any information that might not bode well with whoever else is sitting in the room with you. Can you honestly say this statement? Work is no longer a place to dread. It is a place to feel valued. –GOAL!! , a place where you can thrive and feel safe. According to the Deloitte Shift Index, 80% of people are dissatisfied with their jobs. Only 20% of people reported this statement. What Simon (we’re on a first name basis) explores is the “leaders” role in making sure that this statistic can change. That we have more people feeling that work is no longer a place to dread. Instead it becomes a place where you feel valued. How many of you want to feel valued when you’re at work?
- According to Simon, We need to build more organizations that prioritize the care of human beings. As leaders, it is our sole responsibility to protect our people and, in turn, our people will protect each other and advance the organization together. As employees and members of the group, we need the courage to take care of each other when our leaders don’t. And in doing so, we become the leaders we wish we had.
- Circle of Safety Story—p.20 Internal and external dangers –things trying to make our lives miserable External: lack of resources, urgency to meet expectations, strain of capacity, and other outside pressures—policy changes, hiring freezes, no room for advancement… The internal dangers are variable and well within our control –politics, the fear that others are trying to keep us down so that they may advance their own careers. Intimidation, humiliation, isolation, feeling dumb, feeling useless, and rejection are all stresses we try to avoid inside our organization—BUT the danger inside is controllable and it should be the goal of leadership to set a culture free of danger from each other—and the way to do this is by giving people a sense of belonging, by offering them a strong culture based on a clear set of human values and beliefs, by giving them the power to make decisions, by offering trust and empathy—by creating a Circle of Safety By creating a CoS around the people in the org., leadership reduces the threats people feel inside the group, which frees them up to focus more time and energy to protect an organization from the constant dangers outside and seize the big opportunities. W/O the CoS, people are forced to spend too much time and energy protecting themselves from each other… Every member of the group plays a role in maintaining the CoS and it is the leader’s role to ensure that they do. This is the primary role of leadership, to look out for those inside the Circle Access to the Circle is important and People should be allowed in because of their character and their cultural fit. The CoS needs to surround everyone in the organization. If you’re not in the Circle then you are forced to work alone or in small tribes to advance your interests. –silos, politics, mistakes are covered up, spread of info slows, and unsease replaces cooperation and security
- The results are…trust, innovation, cooperation—who wouldn’t want these three things in a workplace? I can’t just tell you to trust me. I can’t just tell you to come up with big ideas…these things are results of having a strong circle of safety—feeling safe and trusted among the people with whom we work We naturally do these things when we feel safe and trusted –our strengths are amplified Here’s the thing: LEADERS want to feel safe too…they want to feel valued by others in the group too—we do have a responsibility to them—this is how the CoS stays strong… “Are you okay?”
- Girl, ain’t nobody got time for all of this… This is real cute and sweet BUT we got work to do and I’m just trying to pay my bills…I can’t look out for these people—they are adults! Let’s get it done, let’s get to 5pm, and let’s be done with the day. Scandal is on tonight! My boss is on my back. I can’t be all mushy mushy—results…What are the results? --Many of you might feel like you’re not in a position to change anything. We have bills to pay, kids to feed and there are too many other things on your plate—the unknown is even scarier so you stay put and keep up the status quo --Just the same the idea of running an organization in which everyone feels safe and works to take care of each other sounds great and most leaders understand the importance of creating that environment but there’s a lot of pressure to get results and not think about the people or processes in between—put people first is not on anyone’s success or assessment plan BUT there is a big cost and that could be as important and as personal as your health Gallup study…p.28
- The Whitehall Studies Think that the higher you go up the food chain the more stress you feel. Nope! It is not the demands of the job… Degree of control workers feel throughout the day… It is not the effort required by a job itself that is stressful instead the imbalance between the effort we give and the reward we feel The good thing is that the converse is also true…p. 30—more control, feel empowered to make decisions Being in charge of your own life makes up for greater responsibility A supportive and well managed work environment is good for one’s health. Those who feel they have more control, who feel empowered to make decisions instead of waiting for approval, suffer less stress. Those only doing as they are told, always forced to follow the rules, are the ones who suffer the most. Our feelings of control, stress, and our ability to perform at our best are all directly tied to how safe we feel in our organizations. This all goes back to that CoS…to solve this problem we have to build and maintain CoS where we work.
- We are at our best when we face danger together…biologically and anthropologically this is how we are built… When we feel safe among the people with whom we work, the more likely we are to survive and thrive… We were built to be social animals…The more familiar we are with each other, the stronger our bonds. Social interaction is also important for the leaders of an organization. Roaming the halls of the offices and engaging people beyond meetings really matters. Think about the college residence hall. When the conditions are right, when a strong CoS is present and felt by all, we do what we do best. We act in the manner for which we are designed. We pull together. Mother nature figured out way before our bosses to use an incentive system to condition us to do certain things to achieve desired results We are chemically dependent on the all natural chemicals that serve as incentives –they enhance our abilities to get things done and to cooperate Happiness is controlled by four chemicals: endorphins, dopamine, serotonin, and oxytocin—they make us feel good but they also serve the purpose of making sure that we survive…
- If we can create a work environment that that makes it easier to earn these natural chemical incentives, then our desire to help our colleagues and the organization increases…
- Endorphins and Dopamine are our selfish chemicals—chemicals of progress (driven to hunt gather achieve) Endorphin—runner’s high, the only purpose is to mask physical pain We can develop a craving for endorphins –I’m addicted to this Barre class… Endorphins mainly come from exercise and manual labor except in the case of laughter (shaking around our organs which is painful)—ever laughed so hard your stomach hurt? During tense times, a little lightheartedness may go a long way to help relax those around us and reduce tensions so that we can focus on getting our jobs done
- Dopamine is the reason for the good feeling we get when we find something we’re looking for or do something that needs to get done. -finished an important task -completed a project -reached a goal or even reached a marker on the way to a goal Crossing something off your to-do list (that’s my fave) Feeling of progress and accomplishment is dopamine Dopamine makes us goal-oriented species with a bias for progress, if we can see the goal clearly or imagine it in our mind’s eye then we get little bursts of dopamine along the way This is why it feels good to work hard to accomplish something Write down your goals. We like to be given clear goals to achieve a bonus instead of being given some amorphous instructions. Give us something specific to set our sights on Vision Statements When dopamine works well—we make progress, get our work done, and stay well fed. Dopamine is why we eat… FINE PRINT: DOPAMINE IS HIGHLY, HIGHLY ADDICTIVE—cocaine, nicotine, alcohol, and gambling all release dopamine—we chase the next hit, chase the high An everyday item that can hijack our dopamine rewards system is SOCIAL MEDIA! OOH, something for me. This is what makes some of us take our phones EVERYWHERE and LOOK AT THEM ALL THE TIME as if it might grow legs and walk away from us. Wake up in the morning story about alcohol and phone… We repeat the behaviors that we know can produce the hit… In a performance driven organization in which dopamine is the primary means of reward—we become addicted to “making the numbers”—selfishly…
- Accomplishment may be fueled by dopamine. But that feeling of fulfillment, those lasting feelings of happiness and loyalty all require engagement with others. You may not always remember every goal you hit a decade ago but you’ll remember the people around you who were with you in the struggle. We have chemical incentives that reward us with positive feelings when we act in ways that would earn us the trust, love, and loyalty of others The selfless chemicals make us feel valued when we are in the company of those we trust, give us the feelings of belonging and inspire us to want to work for the good of the group—these chemicals keep the CoS strong –S and O are the backbones of the CoS… When Oxytocin and Serotonin are missing =friction, when the leaders of an organization create a culture that inhibits the release of these chemicals, it is tantamount to sabotage
- S is the Leadership Chemical -feelings of pride Feeling we get when we perceive that others like us or respect us Strong and confident and that we can take on the world As social animals, we all want to feel valuable for the effort we put forth and for the good of others in the group or the group itself We want to feel that we and the work we do are valued by others, especially those in our group. –It’s okay to admit that. If we could get that feelings alone, we wouldn’t need graduation ceremonies or crowds at marathons –only if we wanted dopamine but we want the serotonin—marathon example…graduation example… The special thing about serotonin is that it is contagious...because it reinforces bonds between people—that’s why my mom felt just as proud the day I received my diploma as I did…that’s why you cry when your partner crosses the finish line—whoever supported/protected them gets that same feeling…sense of accountability to each other We can’t feel accountability to numbers; we feel accountability to people… The more that we give of ourselves to see others succeed, the greater the value to the group and the more respect they offer us…this respect and recognition leads to higher status and the more incentive we have to continue to give to the group Serotonin encourages us to serve those for whom we are directly responsible…if we’re the person being looked after the serotonin encourages us to work hard to make them proud (parent/child. Employee/boss) Those who work hardest to help others succeed will be seen by the group as the leader or the ‘Alpha” of the group. Being the alpha, the strong, supportive one of the group, the one willing to sacrifice time and energy so that others may gain—is a prerequisite for leadership…
- Could everyone please rise to your feet and find 3 different people in the room to give a really good High 5…elbow trick O is most people’s favorite chemical—it’s the feeling of friendship, love, or deep trust—the feeling you get in the company of our closest friends or trusted colleagues, doing nice things –warm and fuzzies w/o it we wouldn’t want to perform acts of generosity , no empathy, no strong bonds or deep friendships, we wouldn’t have anyone we could rely on to watch our backs in the CoS. No partner, we wouldn’t love our children if we had any Causes us to trust people do difficult things or help us out when we’re in a bind Oxytocin makes us social Pay it forward, do or witness good deeds you get oxytocin Physical contact==all about the hugs…high fives, chest bumps, fist bumps, a handshake (don’t trust people with a weak handshake) Oxtocin is the chemical that helps direct how vulnerable we can afford to make ourselves; who should I trust? It is safe to open up or should I hold back? Oxytocin unlike dopamine is long lasting –the more we spend time with a person, the more we trust them Like any relationship the trust we need to feel that our colleagues would watch our backs and help us group, to really feel like we belong, take time and energy
- The Big C Cortisol—behind the feelings of anxiety, discomfort, stress we have at work As humans, we seeks to know why we are stressed…what is the source of the threat –we become paranoid because we need to figure out the proper response—Fight, run or hide… Whether the danger is real or imagined, the stress is real. Because we are social animals--We feel stress when we feel unsupported..the feeling that no one is there to help us The problem is the environment.. If we fear our boss doesn’t like us Worried about making a mistake Someone will take credit for something we did Stab us in the back to get ahead If people are generally disengaged Drip. Drip. Drip.—Cortisol Cortisol inhibits Oxytocin A lot times we just adapt. Just because it’s normal doesn’t mean its acceptable. –a constant steady flow of cortisol is bad for the organization and most importantly, it is bad for you… A strong organizational culture is good for our health—the environment in which we work really matters and the way we interact with each other-leads to the bonds of trust required for effective cooperation
- Little quiz: EDOSC cards at table—give situations for each chemical… This is a very oxytocin thing to say… We can’t motivate others, per se. Our motivation is determined by the chemical incentives inside every one of us. Any motivation we have is a function of our desire to repeat behaviors that make us feel good or avoid stress or pain. All we can do is create environments in which the right chemicals are released for the right reasons. ==self-motivated people All of this points to the fact that if leaders build a culture in which the selfless chemicals can flow more freely it would result in greater organizational stability and better long-term performance—our bonds grow stronger, our loyalties grow deeper and the organization gains longevity—we go home happier, healthier, and live longer THIS IS POSSIBLE. All that is required is that the leaders make the decision to do it. Our leaders can create an environment in which people will naturally thrive and advance the good of the organization itself. Once the culture and values are clearly defined, it becomes the responsibility of all those who belong, whether in a formal position of leadership or not, to act like leaders, work to uphold the values and keep the CoS strong. (Chamber of Commerce Story)
- Why do we have leaders? We have leaders because back in the caveman days—having leaders helped us survive, established rules of order –we are hierarchical animals for a reason If you were the linebacker in the group—you’d constantly push the “artist of the family” out of the way when the food came back and that could greatly prohibit collaboration later when it was needed for survival So, what happened was that the less dominant creatures started stepping out of the way of the more dominant creatures and allowing them to eat first—b/c of serotonin the status and pride in those folks would rise letting them know that they were the alphas or rather the leaders And then everyone else got to eat—perhaps not the best meat but they got to eat without having to almost be killed by another person. The alphas in prehistoric society and now get a lot of advantages. For the most part, we are quite comfortable that they get these advantages. You don’t mind that your boss has a bigger office or makes more money. We are so comfortable with it that we often get upset if our alpha isn’t getting special treatment. Obama carrying his luggage—you might even offer to carry it for him—it is an honor to help our leaders All of these advantages DON’T COME FOR FREE!! Because we allow you to have these advantages –we give you respect and adoration which boosts your self-confidence we EXPECT YOU the leader who is stronger, better fed, and full of confidence to be the first to rush toward danger to protect the rest of us… You must offer us protection and when you don’t do that is when we question your leadership and all of the perks… If you look at many corporations—leaders are taking the perks/the spoils BUT they are not protecting their people… We only accuse them of greed and excess when we feel they have violated the very definition of what it means to be a leader. Nelson Mandela Mother Theresa Leaders are the people willing to give up something of their own for us. Their time, their energy and maybe even the food off their plate. When it matters, leaders choose to eat last. When we feel the CoS, we offer our blood, sweat, and tears to do everything we can to see our leader’s vision come to life. The only thing our leaders ever need to do is remember whom they serve and it will be an honor and pleasure to serve them back.
- We were designed to operate under specific conditions. We have put human beings in work environments in which they don’t work best. Dopamine and cortisol has led to the encouragement of us looking out for ourselves first and being highly suspicious of others. Sure the snowmobile in the desert will go but it won’t operate at its optimal level We tinker with the machine instead of changing the environment We’re always working to fix the people and don’t think about the environment --we develop incentives to make the machine work harder but we haven’t thought about ultimate incentive of a positive environment, the Circle of Safety
- Quote p. 106 & 107 We want our leaders to give us a compelling vision for the future. What’s the purpose of us coming to work, we want something that will outlive us—this gives us the power to do the right thing when called upon, even if we have to make sacrifices in the short term When a leader embraces their responsibility to care for people instead of caring for metrics, then people will follow, solve problems and see to it that the leader’s vision comes to life the right way We’re not talking about good people or bad people---we just have leaders who chose to stay above the clouds, they rely on information that is fed to them instead of going down the hallway to see for themselves Actions like this lead us towards Abstraction of human beings…We become numbers, email addresses, twitter handles
- We have to make each other real again… We have begun to use the Internet as a means to expedite and simplify communication and the relationships we build. The Internet can’t buy deep trusting relationships. We actually like to be around people. We want to belong and being in a space helps us achieve that goal. This is how we develop trust and have the capacity to feel for others. It is how we innovate. Conferences, retreats, business trips—these things bring people together. However, what often happens when times get tough—we cut out these very things. Less retreats, no travel to conferences—instead participate in a webinar, instead of a meetings b/c we’re too busy to actually leave our office, let’s have a conference call. Emails to people 10 steps away from you…get up and tell them. 3. This probably less so here at VU because we often get to see our students and the results of our work but you may not always work here and when there is more distance between yourself and the people you help through your work—the author encourages you that you meet the people you help. –college fundraising department (actually meeting the students; led to increased time on the phone and increase in amounts raised); Wells Fargo Loan Department As social animals, it is imperative for us to see the actual, tangible impact of our time and effort for our work to have meaning and for us to be motivated to do better… However, a study conducted by Grant in 2010 (Wharton School of Business) showed that only 1% of executives and managers thought that they should bother showing their employees that their work makes a difference –IF ANYTHING, most companies try to explain the value our work will have in our own lives, the benefits we will reap if we hit a goal, as opposed to how we benefit others—BUT that is not how we’re naturally wired. Our sense of purpose is always human. 4. Time and energy will always outweigh money. Money has relative value and time has a finite value. –Because you’re willing to give me something of which you have a fixed and finite amount then I perceive that as having greater value. If we waste money, you can make more (fingers crossed) but we’ve all sat in a meeting or a movie and gone “I will never get this time back.” You can leave now if you’d like . Energy also matters. Just because you’re present, doesn’t mean that you are there and engaged. Talking to someone while typing an email or being in a meeting but still being on your phone. We want our leaders to sacrifice their time and energy. You can’t buy our loyalty or trust. Will you support me with your time. If a friend said, “I donated $500 to Girls on the Run”—You’d go, “Great!” but you’d also wonder why they were telling you that. “Do you want a cookie?” If someone said “2 times a week after school, I help grade schools girls train for a 5K while engaging them in a dynamic girl empowerment curriculum.” You might go, “Dang, I guess I might want to volunteer too.” Hearing about the time and energy that people sacrifice makes you want to do the same. Oxytocin!!! This also happens with your leader. 5. That strong positive feeling we feel post a first date or a really great job interview is not love or trust. It is dopamine fueled feelings telling us that we’ve found “the one” for the job or the relationship. We think it is more stable than it actually is… It is just as bad if we stay in a relationship or in a job for 7 years and still don’t feel it—maybe it is time to move on… Loved the interview but then you realize a few months in that this just isn’t going to work—well, you didn’t really have time to get to know if you could actually rely on the person It takes time to get to build these relationships…Seven Days ain’t enough but by Seven Years you should know what’s up– It takes time to get to know someone and build the trust required to sustain a relationship, personal or professional
- Every culture has its own history, traditions, languages, and symbols. When we identify with a culture, we articulate our belonging to that group and align ourselves with a shared set of values and beliefs. We may not think about this on a daily basis but when we are away or if our culture is threatened from the outside, it becomes more important. Example: 9/11—World Cup… In strong cultures, employees form similar attachments. They will identify in a personal way. A company of strong character will have a culture that promotes treating all people well. In this culture, the inside the company will feel protected by their leaders and feel that their colleagues have their backs. Weak character—people will feel that any protection they have comes primarily from their own ability to manage politics, promote their own successes, and watch their own backs People respond to the environment in which they operate. It is the leaders who decide what kind of environment they want to build Let’s chat about 3M…the post-it Do you know how they came to be…the adhesive was a failed attempt—it was a mistake that he shared with the rest of the company (is that what you do with your mistakes; failed attempts)? Well, a few years later another dude found a use for it—innovation at 3M is the result of a corporate culture of collaboration and sharing. 3M knows that people do their best work when they do it together, share their ideas, and comfortably borrow each other’s work for their own projects—there is no notion of “mine”. –people are encouraged and rewarded for collaboration When you’re in this type of CoS—the result is innovation…
- Again, a leader sets the tone inside an organization. Too much control focused at the top will lead to eventual collapse. Often those at the top have all the authority and none of the information. Those at the bottom have all the information and none of the authority. Not until those w/o info relinquish control can an org. run better, smoother, and faster and reach its maximum potential. It is the leaders job to take responsibility for the success of each member of his crew. It is the leader’s job to ensure they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission. If the captain provides direction and protection, the crew will do the rest. The goal is to develop an organization in which those who know more, the people who are actually doing the work, are empowered to make decisions. Change the culture of permission to one of intent. Inside the Circle, mistakes are not to be feared. When we hide mistakes, the could build up and become a much bigger issue but when you feel safe and aren’t worried about self-motivation—your office might invent the post-it.
- When we suspect the leaders of a company are saying things to make themselves or the company look better than they are or to avoid humiliation or accountability, our trust in them falters. When we can’t trust the people who are supposed to be responsible for us, bad things occur. Leadership comes from telling us not what we want to hear, but rather what we need to hear. To be a true leader, it starts with telling the truth. We need to know that the information we are given by others and especially our leaders, good or bad, is the truth. Is the direction they are choosing good enough for us all or just for them? We need to know that they actually care about us. Once again, leaders set the tone and they reap what they sow. We actually do follow the leader, it is not a game.
- All leaders in order to truly lead, need to walk the halls and spend time with the people they serve. –Congress example… When we feel disconnected from the people with whom we work, we spend more time focused on our own needs than the needs of the people for whom we’re supposed to be responsible We are most productive when we trust and cooperate; the opposite is also true—We have to remember that cooperation does not mean “agreement” it means working together to advance the greater good There is something about getting together out of context that makes us more open to getting to know someone. We see each other as people and not competitors. Getting to know the people with whom we work every day seems like it should be the normal way of doing things…??? Connection Challenge:
- If you lead the people, the numbers will take care of themselves. Create the CoS around all the people. Think about the people at the edges, the ones who have the most contact with the students and are the most vulnerable to external dangers. If they feel protected then they will serve the customers without fear of repercussions from the company’s leaders. Customers will never love a company until the employees love it first. –Interesting…
- Leadership is about taking responsibility for lives and not numbers. Managers look after our numbers and our results and leaders look after us. All managers of metrics have an opportunity to become leaders of people. Every leader of every organization must learn to do the little things necessary to protect their people. But first, you have to admit that you have a problem… We are ADDICTED to performance—we are incentivized for performance and because of this our environments have driven us to push for results and not process and certainly not relationships. AOL free hours… For the most part we are not incentivized for cooperating, sharing information, or reaching across the company to ask for help—there is little positive reinforcement when it comes to behaviors and actions critical to maintaining the CoS. They are designed not only to allow dopamine addiction to happen but also to cultivate and encourage it
- Step 12 is the commitment to help another alcoholic beat the disease. Step 12 is all about service. Service is the key to breaking our current dopamine addiction. Service to the real human being that we work with everyday. Jon a recovering alcoholic– Alcoholism is like a pack of wolves trying to attack you. If you get in the program and stay in the group, then you won’t be attacked. The group will keep you safe. AA is a perfectly formed CoS Close trusting relationships protect us at home and at work…oxytocin is needed In a place where trust and love run rampant, it is hard to get addicted to dopamine. The more oxytocin there is, the stronger the bonds of trust will be, the greater the risks people will take to do the right thing, the more they will be on the look out for each other and the better the group will ultimately perform. A CoS is kept strong by those who live and work within it. Suffered a setback? Bad service? We can put up with more hardships when we have a partner to see us through. We have to know that there is someone who would do the same for me.
- Shared hardship; camaraderie –how the group pulled together to get things done Our bodies are working hard to incentivize us to repeat behavior in our best interest…your best days feel that way and your body wants you to repeat those actions again…come together to create more best days!
- This empathy can be offered to and by any of us. This is not just about the people at the top. It is the responsibility of anyone that belongs to the group. Each of us should work to keep the CoS strong. We have to start today doing little things for the good of others…one day at a time. Basically, I’m saying…
- List 3 things that you can do or that you can suggest that you feel would strengthen or in some cases begin to create a Circle of Safety for your environment. Thank you note challenge…
- This is the last Spark Session for the summer. My hope is that there will be more…You’ll be the first to know.