TEN CONNECTING CONVERSATIONS that Happen in Best Places to Work
H
ERE’S AN INCONVENIENT business truth for you to consider: It doesn’t matter how valuable,
cutting-edge or unique an organization’s product or service is if its people can’t connect positively and effectively with each other. In fact, workplace “connectedness” is one of the hallmarks of a great organization with a culture of high performance.
“Best Places to Work companies don’t
achieve ‘connectedness’ through grand, expensive gestures,” says Dan Prosser, author of “Tirteeners: Why Only 13 Percent of Companies Successfully Execute Teir Strategy — and How Yours Can Be One of Tem.” “Teir success comes down to the conversations that take place every day between employees and their leaders.”
Prosser points out that business — all
business — is actually just a network of interconnected conversations. In too
many companies, these conversations are destructive; they spread like a virus and keep people disconnected. In others, the conversations create environments where people feel heard, mirrored and validated.
“A small percentage of companies
consistently achieve the kind of authentic dialogue that connects people, allowing them to execute through conflict, chaos, and good times and bad,” he says. “Tese are the `thirteeners.’ Tey’ve figured out how to promote conversations that contribute to employees feeling connected to each other, to their company’s vision, to their common purpose, and to their strategy.”
Prosser highlights the 10 connecting
conversations happening in successful Best Places to Work companies:
• Conversations that encourage contri- bution. Your employees invest a huge amount of their time and intellect on your organization’s behalf — and they want a return on their investment. And believe it or not, the return they want most is not a bigger paycheck. What they want is the chance to make a difference — to contribute something meaningful to the outcome of the organization and be appreciated and acknowledged for it.
“When your people don’t create
this opportunity, your employees leave you for what they perceive as a greater opportunity to matter,” Prosser explains.
“But when you assign responsibility and allow people to provide solutions
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