Huddle

“Good morning! I trust you all had fun with your action item.” Charles smiled.

Rose spoke up first: “I have to confess, I was not sure about any of this. I left our last meeting thinking we had just joined Blake on his wild goose chase . . . without the chance to travel the world! Now, I feel like he and Megan may be onto something.”

“I’m glad you feel better,” Charles said. “Why don’t you and Ben go first; what did you find?”

“We were trying to find an example in which responsibility played a significant role in a person’s level of engagement and caring. We found it!”

“Where to begin?” Ben said, thinking back on their experience.

“I’ve got this,” Rose said. She told the group about the workshop and their dinner with Jerry Bushman. “He told us his entire philosophy and career has been built on the premise that if you can share responsibility for learning with the learner, their level of care, concern, and attention will go to a whole new level. We believe the same will happen with employees.”

“How do you do that—’share’ responsibility?” Gary asked.

“He has many techniques, but the big idea is simple: leaders must be willing to actually give people responsibility! Create a culture in which sharing responsibility is the norm, not the exception. Give people real responsibility for goals, methods, and decisions, whenever it makes sense.”

“Thanks. Who’s next? Gary, can you and Kim tell us what you found?” Charles asked.

They gave a quick report on the dramatic turnaround on Chris’s team—apparently due to the changes in the environment since last season.

“It has been unbelievable,” Kim concluded. “Last year, Chris said he didn’t think he ever wanted to play baseball again—he said he didn’t care about the team. Now, he eats and sleeps baseball. Before we started this work, I couldn’t begin to describe the change. But now, looking back, I think it was almost exclusively about the environment. The ‘how’ is simply to look at what people really need to win, pun intended, both physically and emotionally, and provide it. The environment was the barrier—the kids had the talent all along.”

“Okay, thanks!” Charles said. “Peggy?”

“I was trying to think about where I had personally experienced what felt like high levels of care. Then, I was buying some flowers when I met Betty. She was phenomenal! So, I asked her if we could chat over a cup of coffee, and we did. She really simplified their approach to connection—she said they talk to people! Customers, leaders, and coworkers. Real conversations are the bridge to real connections,” Peggy said.

Real conversations are the bridge to real connections.

“I’m glad you enjoyed your coffee with Betty,” Rose said, “but I’ve been thinking about Connection, and I’m not so sure.”

“What’s your hesitation?” Ben asked.

“It’s obvious civil rights was, and still is, a cause for the ages, but when we think of our organization—no disrespect intended, Charles—we’re not a cause.”

“Good point. What we do is clearly not an ethical or moral cause, but do any of you think the idea of Connection can still apply?” Charles asked.

“I’m not sure. For a lot of people, this is just a job.” Gary voiced what others were thinking.

“Do you think if people were connected to the vision, that would help?” Charles asked.

“I think it might,” Rose said, “if the vision is something people can actually connect with.”

“Say more about that,” Peggy said.

“Well, if the vision is just about shareholder value, I’m not sure how much people are going to care, but if it has a higher, more noble purpose, something to do with adding value to others, maybe,” Rose concluded.

“Very interesting,” Peggy said. “Betty told me she really felt connected to the vision of her organization—they want to make the world more beautiful every day.”

“Sounds like connection to a cause to me,” Ben added.

“One more thing,” Peggy added. “I think Connection is bigger than Blake painted it. Sure, connection to others and the vision matters, but Betty was also connected to her customers. She cared enough to ask thoughtful questions and listen. And, when time allowed, she wanted to know the story behind their purchase. All of this was made possible by the conversations.”

“Thanks, Peggy. I guess it’s my turn,” Charles said.

“Like Peggy, I sort of fell into my case study. I went to a restaurant I had not visited previously and was blown away.”

“By what?” Kim asked.

“All of it . . . the people, the food, the level of hospitality, the involvement of leadership—one of the managers came to check on me.”

“I’ve seen that before, but I never felt like they really care. It’s almost like it’s on a checklist or something,” Gary said.

“Exactly,” Charles said. “Rarely do I feel cared for at a quick service restaurant, but this place was different.”

“Okay, we’re ready. What’s the punchline? Did you learn anything about Affirmation?” Rose asked.

“I did. Greg, the manager I mentioned earlier, was very generous with his time and information about the culture he and the other leaders are trying to create. Honestly, it sounded a lot like the ideas Blake has been discussing with us for years. However, I didn’t get into all of that with Greg. I asked him how they were able to create such high levels of engagement by their employees—it felt like they really care. He started by saying it was complicated, and they, in fact, do many things; however, I didn’t let him off the hook.”

“What did he say?” Rose asked, growing impatient with all the buildup.

“He said their secret sauce was thank you.”

“What does that mean?” Ben asked.

“Loosely translated, they are creating a culture of affirmation when they express genuine appreciation to their employees. They affirm people multiple times every day.”

“And the result?” Kim asked.

“I had a fabulous experience. I want us all to go there for lunch so you can see for yourself. No question, they have harnessed the power of affirmation!”