I have some ideas about why leaders tend to resist the notion of expressing love in the form of connectedness and how to transform it. And yet to say that no one is talking about it would be wrong. Actually there are several people and programs pointing in this direction… but it seems too few leaders are paying attention.
“Best Place to Work” Companies Succeed Through Conversations That Build Connectedness
By the time I finally sat down to write Thirteeners I’d been studying the subject of business performance for the better part of forty years. During that time, I’ve observed that those few leaders of companies that are truly successful in motivating their employees to achieve breakthrough results are also those frequently acknowledged as “Best Place to Work” companies. On average, experts say, these firms achieve two to three times greater bottom-line results than those companies that are not Best Places to Work.
In 2002 I had the good fortune to get my hands on two years of employee surveys of the companies competing for Best Place to Work status in Houston, Texas. In reading the responses to these surveys, and in referencing my own employee interviews at Best Place and non–Best Place companies, I began to see that the greatest differentiator between the two types of companies was not in what some experts commonly refer to as “engagement.” Rather, it lay in the important conversations each company focused on and managed well.
In practice, however, it’s not the conversations per se that make the difference. The conversations are simply the measure of something deeper going on: again, that elusive quality called connectedness.
In Best Place companies, leaders were clearly focused on specific conversations that connected employees to each other, to their leaders, to their organization’s vision, and to their marketplace. In non–Best Place companies, employees complained about those same kinds of conversations and felt disconnected by the way those conversations were managed.
The challenge of building a Best Place to Work company isn’t getting employees to be more “engaged” in their work but in understanding the true nature of human interaction and the key to success: connectedness.
If you’re a CEO or senior business leader with the potential for impacting the lives of others I’m inviting you to become deeply interested in the role you play in driving connectedness into your organization. I don’t make this invitation lightly. I actually implore you to learn about how connectedness and the lack of it – disconnectedness – play a critical role in your employee’s workplace experience and ultimately the successful execution of your vision. Heck, connectedness actually plays a key role in the primary design of your strategy - even before you have a chance to take action on it. Overall, I’m convinced its connectedness that is going to determine whether you make the kind of numbers or outcomes that are truly possible for you and your business.
Leading the Conversations That Build Connectedness
Recently, I was introduced to the work of Dr. Brené Brown, a University of Houston researcher who has compiled and documented her own observations about the workplace, confirming and validating what I have been talking to audiences and clients about for the past thirteen years. Her principal message is this: If you want an organization that produces breakthrough results and leads your industry, you must confidently lead the conversations that will bring connectedness to your company and give real meaning to the work your employees are doing.
From where I stand that means being courageous enough to be vulnerable.
For the most part, we’ve come to believe that being vulnerable is not a value that pays. According to Brené Brown, women business leaders are taught that they must be perfect, while male business leaders are urged to be strong, to show no emotions3. But without vulnerability, the connectedness within your organization will be stifled, and without connectedness, the majority of companies fail to execute their strategy and fulfill their vision.
If you want to make your vision of a bigger future a reality, it’s time to stop playing it safe and begin to explore what it means to embrace your vulnerability. Your employees will thank you for it, and, even better, they will more eagerly help get you where you want to go. Vulnerability is the vanguard or leading principle in the new world of business today that allows powerful leaders to lead connecting conversations in the workplace.
In this book, I’ll show you what it takes and how you get there.
What Is This Book About?
This is a business book written for CEOs and entrepreneurs by an entrepreneur CEO. In this book I reveal why at least 87 percent of companies fail to execute their strategy each year—and what you must do to transform your company into one of the other 13 percent. This book is also about the limitless possibility found in building an organization with a culture that is connection-driven.
What Will I Do For You In This Book?
I’ll introduce you to the following:
The positive, connecting conversations that form what I call the ConnectionPoints™ of Best Place to Work companies and that allow those companies to better execute their strategy
The negative, disconnecting conversations that form the Execution Virus, which infects many organizations
The Entitlement Virus that causes managers to believe that they must spend all their time addressing employee grievances rather than doing what they should be doing—creating an environment where employees are happy because they contribute to the company’s success
The Empowerment Virus, which consists of positive conversations that can replace the Execution Virus and the Entitlement Virus and put your company on the road to success
The Breakthrough Solutions Framework™ that includes the Three-Legged Stool of Transformation that will help you turn your company into an unstoppable organization.
Chaos as the great transformer of the best organizations
Finally, I will help you rethink your strategic process by helping you see how to leverage the Breakthrough Solutions Framework for your business; I’ll guide you through the ConnectionPoints Promise-Based Strategy and Execution Management System process, which I developed over the past eighteen years, first in my own companies and then for select clients.
In addition to the text of this book, there are materials online that will help you through the process. These are free and downloadable at www.ThirteenersBook.com and include the Process Map (a consolidated list of questions), the ConnectionsPoints PowerPoint (for use by leaders), a Leader’s Manual, the Employee Invitation, the Employee Survey, a DIY Scorecard for teams, and the Connected Leader’s Manifesto.
Why I Believe It’s Time for This Book
Whether you’re a for-profit organization or a nonprofit, you need to be aware of the fact that more than 87 percent of all companies with a strategy fail to meet the goals of that strategy each and every year. These aren’t my numbers. According to most business experts (Robert Kaplan, Peter Drucker, and others), it’s actually approaching 90 percent or more. The problem is rarely the strategy, although that is where most business leaders spend their time looking for problems when their business isn’t working. I’ve never seen a strategy that made money for its planners; the only thing I know that makes money is a well-executed strategy.
This book, then, is about execution of strategy. More important, it’s about who you must be as a leader to build the kind of organization where your employees will reliably help you execute your strategy.
How Should You Read This Book to Get the Most Out of It?
I’m asking you to bring a certain way of thinking—a new mind-set, if you will—to this task. I want to introduce you to the thinking behind companies that stimulate a sense of limitless possibility in the workplace to assure execution of their strategy. And what you’re going to learn is that limitless possibility is a notion that any organization can thrive on.
You also need to know that what kills the notion of limitless possibility is the “disconnection” within your workplace. The biggest disconnector in business is the behavior
I call “unilateral knowing,” the rigid and narrow belief that you (the leader) must know the answer to any and all issues. In that case, you kill off any other possibility, which leaves you with only one course of action—the one you think you know.
Real Leadership Versus Playing It Safe
Most companies are unable to execute their strategy because their leaders have a habit of playing it safe. It takes courage to be so vulnerable that you can walk into a meeting and engage others in an authentic inquiry to uncover real solutions. What does it feel like to listen as someone twenty or thirty years your junior offers a valuable insight that wasn’t even on your radar? How do you respond? Do you say, “That’s not how we do it around here” or “That’s not good enough”?
Well, it’s those comments that disconnect the organization from you and your employees from each other. Those responses tell your employees that maybe they aren’t as valuable to you as they might have thought (when, possibly, it’s your own worth that took the real hit). Pretty soon, after hearing those responses again and again and having their contributions rejected, employees will leave. With them will go your best chance at gaining the breakthroughs and innovation you’ve been looking for all along.
The cure for this lack of connection is authentic leadership, which means uncovering the assets that others possess and that can be expressed in ways that you never before thought of. And to be an authentic leader, you must be willing to be vulnerable. I can’t stress that enough. This distinction is what sets great companies apart from the merely good ones. These are the things I want to talk to you about in this book.
Embracing Vulnerability Is Leading Out Loud
In business, we experience some of our greatest victories, but we also are forced to face many of our greatest fears. I’ve never known it to be any other way. How we handle those fears determines our success as leaders and, to a greater extent, our employees’ success. Will they feel connected to your business and to you? If your organization is to succeed, they must. And to achieve that, you as a leader need to be able to embrace your vulnerability.
Resisting the vulnerability that it takes to authentically lead today is a virtual guarantee that you’ll struggle to get your company where you want it to be. I call being vulnerable “living life out loud,” and if you’re being vulnerable while leading a business, that’s “leading out loud.”
Authentic leaders lead out loud by displaying their vulnerability and by asking for and accepting input from their employees so that everyone can contribute to and “own” the company’s strategy for the future. For many leaders it’s scary to let employees see that you don’t have all the answers, but if you want them to commit to making your organization unstoppable, it’s critical.
When people feel they belong to something bigger and more meaningful than themselves, they jump at almost any opportunity to contribute. They will voice their views, add their suggestions for innovation, and offer anything else that will improve “their” organization and help it exceed even your expectations. However, when people feel excluded—for example, if they’re not involved in planning the work they are going to perform—they typically fail to care. Letting employees contribute to their organization’s business strategy is the single most important connector in your management arsenal.
Your job as reader of this book (yes, I’m assigning you a responsibility) is to discover in it the possibilities for your business—both for your workplace and your marketplace. You must then share those with your employees and let them contribute, as co-creators, to a strategy you can successfully execute together. This book is intended to be the start of that process.
Why Did I Write This Book and Who Is It For?
I’m sharing this book with you because I suspect that you are like me. I have started several companies of my own, and I have spent countless years trying to understand why some companies truly become great and others struggle to barely make it. This book is the culmination of many years of practical research: on how to make a difference with my clients in the hospitality industry, on what would help my employees be more satisfied in their work, and on Best Place to Work companies.
For the past decade I’ve helped other CEOs implement my innovative solutions to their challenging problems of strategy execution. I have seen the Breakthrough Solutions Framework work not only for me but also for others time and time again. It can work for you, too, if you’re willing to step back and embrace a new perspective for the possibility of your business.
This book is intended for
CEOs who can’t get everyone on their team to align in the same direction.
Senior executives who are losing team members, possibly to competitors, and who can’t find the source of the dissatisfaction that is driving people away.
Sales managers whose teams are not meeting quotas and who don’t understand why competitors’ sales are soaring.
Entrepreneurial partners who have grown their start-up to some success but who can’t discern the source of their inability to get everyone on their team to execute the strategy that they’re certain will take them to the next level.
Nonprofit executive directors who struggle with engaging a diverse board and who can’t see the source of their underachieving fund-raising over the past several years.
If you’re an already successful CEO, business owner, entrepreneur, professional, or leader with a compelling vision for the future—or if you’re struggling to become a leader and build the business you’ve always wanted—I’ve written this book to help you:
Understand what it will take to transform the connectedness in your organization so you can achieve your next level of performance,
Create a workplace environment that supports your vision and that assures participation by everyone on the team, and
Produce breakthrough results this year.
It’s a Brand-New World; So Don’t Get Comfortable!
In the pages that follow you will explore what it means to become a transformational executive, a leader who has the guts to lead in a way that may not feel at all comfortable at first. It may never feel comfortable. But if you want to authentically lead a powerful team of people, you need to rid yourself of the notion that your purpose is to have a comfortable time of it. You can let go of that nonsense right now. It’s not going to happen.
This is not the world your parents grew up in. Once all you had to do was start a business, and the world would often beat a path to your door. You had a career you stayed with all your life. If you were an accountant, you remained an accountant. If you were a carpenter, that’s what you always did. Few people broke ranks and started a company to test their ability to build an enterprise.
Companies fueled by diverse thinkers, diverse backgrounds, and diverse ideas had no place in your parents’ work experience. Management was based on command and control, and it was important that everyone think pretty much the same way. In that environment, you saluted and did what you were told. There were fewer women in the workplace and you were expected to be a “company man.” They gave you a paycheck, which you took home to your wife, and she put some of it in the cookie jar for a rainy day.
I’m sure I don’t need to tell you those days are over. Today, each business is different. There are many ways to get where you want to go, and as a leader, it’s up to you to get all of your employees to help you find your organization’s unique way forward to success.
A Note About How I Use Language
To use this book, you may need to get accustomed to some unconventional ways of expressing certain concepts. I occasionally use words or language that may seem counterintuitive at first. A major part of my technology—which simply means the practical application of knowledge in an area—is the language that I use, since the entire notion of connected conversation is based on words.
For example, the future of your business exists only in your declaration: You declare for something that doesn’t exist yet, instead of conducting a conversation
about something you merely may be thinking about. Literally substituting the word “for” in place of “about” radically changes the context and understanding of your vision.
I want the people I work with to create conversations for something that isn’t: I want them to declare for action in place of talking about action. This is a huge distinction, because it helps people in a company see that the countless hours they’ve spent in meetings, talking about what needs to happen, and thinking they were getting something done, is not true at all. What was missing was a conversation “for” something to happen. I’ll discuss this in greater detail in Chapter 2.
This is just one aspect of what’s different about my system, and it’s necessary for transformational outcomes to take place. Futures are declared; they are not predicted.
I want you to stand in my world (as I have all my clients do) and see your business differently. That will lead to a new perspective, and perspective is everything in the new world of business. I invite you to embrace the chaos of these and other shifts in language that you’ll encounter in this book.
“I am, by calling, a dealer in words; and words are, of course, the most powerful drug used by mankind.”
— Rudyard Kipling
Conversations That Will Make Your Company Unstoppable
Up until now I’ve been giving you a behind-the-scenes narrative of why I am so passionate about this idea of connectedness and conversations. I hope you have a sense now of what’s to come, as I take you through the culmination of my forty years of experience in building my own companies and helping other CEOs and entrepreneurs see a more prosperous path for their own businesses. Every consultant I know or have employed has had some kind of method or system to help put their ideas and concepts into perspective, so that they can help their clients and those they mentor through the sometimes arduous process of transforming their company into something that doesn’t exist, so they can get to the next level.
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