How to Build Vibrant Connections and Energize Meaningful Results
Strong organizations are a collection of vibrant connections that energize meaningful results.
Leaders that connect:
Disconnection is expecting more from others than you expect from yourself. A sure sign of arrogance is letting yourself off the hook while setting it deep in others.
Leaders that connect declare their accountabilities. Get comfortable being held accountable if you expect to lead. Invite your team to hold you accountable. Say, “I want to be held accountable.”
You can hold me accountable to:
- Declare my intentions. No hidden agendas allowed.
- Seek the best interest of others. “Tell me when you hear self-serving language on my lips.”
- Embrace, build, and support a culture where people support each other.
- Point out behaviors that weaken or block connection – have tough conversations.
- Protect, rather than throw under the bus.
- Honor talent by stepping back so others can step in.
Teams that connect:
Don’t stand aloof because you’re doing more than others on the team. I know that no one works as hard or cares as much as you. I’ve told more than one leader that they need to get their head out of their butt.
Self absorbed leaders can’t connect.
Teach teams to notice and respect talent, effort, results, and energy in imperfect others.
- Establish meeting dynamics where people talk to each other more than they talk to you.
- Tell people what they’re doing when you see them at their best.
- Train team members to notice others by ‘saying what they see.’ Inquire, for example, when energy goes up or down. What’s going on for you? One reason we don’t notice others is we’re too busy noticing ourselves.
- Respect skill. Ask, “How did you develop your ability to create shared vision?” for example.
Successful leaders build environments where people connect with each other in ways that produce great results.
How are strong organizations built?
Some of the most successful, most vibrant and frankly most enjoyable projects involved teams where we had come together as individual specialists to deliver something we all had a drive to produce. We all went in with open hands and open minds, not only willing to bring everything to the table but actually keen to. We were willing, indeed keen, to be guided and led.
The other side was an organisation which was totally hierarchical, where there was no organic structure to the team, everything was stilted, rigidly controlled, reactive not proactive. Everything had to be dragged out of people, nobody volunteered, there was no real connection, nobody wanted to be involved and most people resented being given orders to follow.
The first organisation goes from strength to strength, while the latter no longer exists.
Vibrant and strong organisations are built around leaders who give up the ‘I’ quotient and work with the team. To build a strong team they lead by example. They let go and respect others views and performance. Most of all they Communicate, listen and mentor.