adds. “Tey recognize there must be alignment for their efforts to affect the bottom-line success of the company.”


• Conversations that build account- ability. When employees are being accountable, they make specific prom- ises to take action to accomplish goals. Everyone sees everyone else’s promises, and there are no secret deals to under- mine the effort to keep those promises. And, of course, those promises are kept. Te results of people’s actions are fully measured, and everyone’s contribution is visible.


“In a culture of accountability, every-


one is ‘count-on-able,’” explains Prosser. “And in a connected organization, every- one holds each other accountable for fulfilling promises. If a person promises to produce a particular result, someone (or a team) holds that person accountable for fulfilling that promise.”


He adds that this requires saying,


first, ‘You said this, but you didn’t do this;’ then, declaring what’s missing; and, finally, requesting a promise to clean up the situation (or renegotiating the original promise). Tere is no shaming involved.


• Conversations that facilitate continu- ous communication. Even Best Places to Work companies struggle to shore up communication, Prosser notes. But in companies where there is a high degree of communication, employees hear from management about anything that happens, especially if it impacts the way they do their jobs.


“In many organizations, one of the


first steps in shoring up the communica- tion gap is ensuring that no one finds out about task-essential information accidentally or after the fact,” he says. “It doesn’t reach anyone first through gossip or the grapevine. Whenever possible, strive for proactive transparency.”


• Conversations that build relation- ships. Prosser calls relatedness “the source of all results.” When there is relat- edness, it’s very easy for an employee to talk to his or her direct supervisor, because that supervisor listens. And there is real solidarity among executives, managers and employees.


18 WINT ER 2 018


“Nothing meaningful happens


unless, first, there is a relationship between the two people working together,” Prosser says. “Two strang- ers might have a problem starting the conversation necessary to getting the issue handled — even if they work for the same company. But two colleagues with an established, positive relation- ship can get the ball moving quickly and without misunderstandings. Tis is how connectedness cures a host of ills.”


• Conversations that underscore responsibility. When most people hear the word “responsible” in a workplace context, they assume it has to do with blaming others for what went wrong or for not doing what they said they would. But no Best Places to Work companies practice that. For them, being respon- sible means taking the initiative to do what is necessary to get the job done.


“Responsible employees don’t wait


for a supervisor to tell them what they need to do before taking action,” Prosser says. “Make sure your people know that they have permission to take the initia- tive. Ten make sure they have the resources and support to do so.”


• Conversations that encourage integ- rity. What does it mean to demonstrate integrity? It begins when management says they are going to do something, and the statement is followed with authentic action. Teir actions are always in step with what they said they would do.


“Tis is not the same as being honest,


decent or virtuous,” Prosser clarifies. “Integrity is a way of being in which management says X is going to happen, and X happens. And it applies beyond management. Tere is a clear and total match between what people in the orga- nization say and their actions.”


• Conversations that develop a sense of possibility. When employees can see and understand where the company is going and can feel connected to their company’s plans for the next three to five years — and longer — they will not fear that their job could end suddenly through no fault of their own.


“Your job as a leader is to discover


possibilities for your business — both for your workplace and your marketplace,”


Prosser says. “You must then share those with your employees and let them contribute, as co-creators, to a strategy you can successfully execute together.”


• Conversations that acknowledge (and enhance!) fun, rewards and grateful- ness. Tis isn’t a discussion that you can start around a conference table or during a one-on-one meeting with an employee. Instead, it has to originate — voluntarily — with your employees. Te good news is, it will develop organically once you start having and operational- izing the previous nine conversations.


“On most days, employees of Best


Places to Work companies can’t wait to get to work,” says Prosser. “Yes, really. Tey say things like ‘Tis is a great place to work, and I feel grateful to have the opportunity to be here with these great people.’ Often, they say they can’t believe they get to work there. Tat’s because they feel involved, appreciated, and yes, connected.”


Editor’s Note: Author Dan Prosser has over 45 years’ experience building his own companies and serving as a speaker, team educator and business leader mentor and coach. For more information, visit danprosser.com.


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