I just read "TouchPoints" by the CEO of Campbell Soup Company, Doug Conant. Whether you like soup or not, you have to like his message: regular, individual, supportive and genuine communication between two humans is a powerful motivator and problem solver.
Conant is famous within Campbell's for writing personal notes to employees. Thousands of notes. Some notes are funny, while others share a few sincere words. Some follow a personal tragedy or loss. Some are detailed with real appreciation for a serious accomplishment or a successful career. Whatever the topic, each one says that the CEO of a Fortune 500 company shoved a pressing problem aside to recognize an individuals needs.
During Conant's tenure, Gallup engagement scores at Campbell's went from some of the worst ever recorded to better than "world class" status. This happened in a mature company with older facilities, stiff competition and massive changes. Was all of this due to thousands of handwritten notes? There is never one reason for success. The personal beliefs Conant had about individual communication and its power sent a message to all levels of management: we value genuine personal connection at Campbell Soup.
In-person connection is even more important than notes but may come at inconvenient times. Do you view workplace interruptions as an opportunity to reconnect, to learn about problems and to sense the need for an idea or support? Or, do you see interruptions as the reason you must work late and take projects home?
Connecting is more than communicating. Connecting means that the communication was welcomed by and useful to the other party. Connecting helps someone move a hurdle or understand a problem. Telling somebody what to do is communicating, but connecting around their challenges (and helping to solve them) is connecting. Communication is the foundation, but think how much more powerful it is to truly connect!
Managers who know the power of connecting use it in a regular and genuine way to inspire the best behaviors. These managers people come to with the toughest issues before problems spiral out of control. These managers inspire the best people to stay, work hard and grow with the company. These managers have fewer problems filling key roles.
Employees with little real connection to their manager may not have tried very hard. By avoiding the manager, dodging deadlines or listening to negative employees, an isolated employee may see connection with a manager as just asking for trouble. If this describes you, make it a point to connect with your manager by suggesting a way to solve a current problem, or, better yet, volunteering to be part of a solution. Start by asking yourself, "I wonder what keeps my manager up at night?" Ask for an individual meeting. Connect on your manager's level and see if it starts something positive.
The most powerful workplace tools are basic and free. No software, committees or consultants are required. Connect with people every day and watch your effectiveness and job satisfaction grow.
Bruce Clarke, J.D. is president and CEO of CAI, Inc., a human resource management firm with locations in Raleigh and Greensboro, N.C., that helps organizations maximize employee engagement while minimizing employer liability.
