Connection Culture: The Competitive Advantage of Shared Identity, Empathy, and Understanding at Work
Michael Lee Stallard
Format: PDF / Kindle (mobi) / ePub
Organizations thrive when employees feel valued, the environment is energized, and high productivity and innovation are the norm. This requires a new kind of leader who fosters a culture of connection within the organization. Michael Lee Stallard’s Connection Culture provides a fresh way of thinking about leadership and offers recommendations for how to tap into the power of human connection.
If you want to begin fostering a connection culture in your organization, this book is your game-changing opportunity. Stop undermining performance and take the first step toward change that will give your organization, your team, and all whom you lead a true competitive advantage.
Inspiring and practical, this book challenges you to set the performance bar high and to keep reaching. In this book you will learn how to :
- foster a connection culture
- emulate best practices of connected workplaces like those at Pixar and Duke University’s men’s basketball team
- boost vision, value, and voice within your organization.
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faculty and staff—the Chronicle of Higher Education continually recognizes TCU as one of the 100 Great Colleges to Work For. But we want to do more. Some years ago I was intrigued to learn that Stallard, the father of two of our students, was an expert on leadership and organizational culture. When I read what he wrote on connection culture it really resonated with me. During the course of my career in higher education, I’ve seen how students thrive when supportive relationships make them feel
and organizational health and performance. To truly understand why organizations with high connection and employee engagement outperform other organizations, one must begin by discovering what makes individuals thrive. INDIVIDUAL WELLNESS, WELL-BEING, AND PERFORMANCE When John Bowlby studied homeless and orphaned children following World War II, he found that children who experienced little or no connection developed emotional and behavioral problems (Karen 1990). Describing connection as
people with power, influence, and status rule over others. This culture creates an environment where people fear to make mistakes and take risks. It is stifling—killing innovation because people are afraid to speak up. Employees may feel left out, micromanaged, unsafe, hyper-criticized, or helpless. Cultures of indifference are predominant today. In this type of culture, people are so busy chasing money, power, and status that they fail to invest the time necessary to develop healthy, supportive
Divorce, 61 Dopamine, 5 Drucker, Peter, 36–37 Dun and Bradstreet, 19 DuPont, 58 Dutton, Jane, 82 E E Pluribus Partners, 11 Empathy, 78. See also Shared empathy Employee(s) as committed members, 24, 72, 74 competence and connection skills of, 72–75 connection of, 1–2, 8, 65–66, 75 decision-making involvement by, 66 happiness of, 41 interests of, 75 knowledge flow sessions with, 82–83 personal development of, 76–77 retention of, 57 role for, 75 as servant leaders, 24 Employee