Connection culture theory
Connection culture theory, developed by American business expert Michael Lee Stallard, emphasizes the importance of fostering meaningful interpersonal relationships within the workplace. Stallard posits that employees thrive in environments where they feel a strong bond with their organization and colleagues, leading to enhanced happiness, health, and productivity. Research supports the idea that connection and high-quality relationships can significantly impact employee performance, reducing turnover and increasing engagement.
According to Stallard, workplaces typically exhibit one of three cultures: dog-eat-dog, culture of indifference, or connection culture. The connection culture, which Stallard advocates for, is characterized by shared vision, values, and open communication among employees. He asserts that leaders play a crucial role in cultivating this culture through intentional efforts, such as hiring for connection skills and training managers to foster healthy relationships.
Furthermore, the theory highlights the significance of creating a sense of belonging, especially in the context of contemporary workplace dynamics that have been influenced by events like the COVID-19 pandemic. As organizations increasingly navigate issues related to diversity, equity, and inclusion, promoting a connection culture remains essential for attracting and retaining talent, particularly among younger workers who prioritize these values. Overall, connection culture theory offers a roadmap for companies seeking to enhance employee satisfaction and operational success through meaningful connections.
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Connection culture theory
Connection culture theory is a management theory created by American business expert Michael Lee Stallard. Stallard proposes that employees need to feel a shared bond with their company and coworkers to create a connection culture. Scientific research has proven that feelings of connection and high-quality interpersonal relationships can make people happier and healthier. Stallard’s theory claims that people who work in places with connection cultures have positive feelings and experiences that help to energize them and improve their performance. The theory also states that companies with disorganized cultures or that do not promote connection are more likely to have problems with employee retention, low productivity, and other negative consequences.
Background
The connection culture theory deals with the atmosphere of a workplace. A workplace’s culture is its function and attitude. Workplaces can be creative, hierarchical, purpose-driven, or customer-focused. These elements all influence the company’s culture and, therefore, how employees behave and perform. When a workplace has a strong culture, employees understand how they are expected to act and do their jobs. Employees often behave in a way that is expected because they anticipate being rewarded for such behavior. If a company’s culture is positive, the workplace will likely succeed. However, if a company’s culture is negative, it can make work more complex and cause team members to fail. Companies develop their culture based on their goals, their relationship with their employees and other groups, and their management’s attitudes and beliefs. A workplace’s culture can either help it succeed or cause it to fail.
Stallard believes that all workplaces generally have one of three broad cultures. The first is the dog-eat-dog culture, in which people with power control and dominate those without power. The second is the culture of indifference, in which employees are so focused on tasks that they do not develop relationships with other people in the organization. The third type, and the type that Stallard believes all companies should strive for, is the connection culture, where employees have a bond with their company.
Overview
Stallard first introduced the connection culture theory in his book Fired Up or Burned Out (2007). Stallard explains the meaning of the theory in the book and gives suggestions as to how companies can develop that type of culture. Stallard states that a connection is a bond, and having a connection helps team members share identities and understandings.
The connection culture theory asserts that people have a fundamental need for connection. Those who have this need met are more likely to make good decisions, act more creatively, and have higher productivity. According to Stallard’s theory, a business can build a connection culture through vision, values, and voice. A company has vision when everyone in the organization is motivated by the mission and proud to try to achieve it. A company’s values are the ideas that the people in the organization believe are important. Lastly, a company’s voice is a sameness among members of groups when they share ideas openly and with humility and curiosity.
Stallard created the connection culture theory because he believes that it is good for both employees and employers. The theory states that employees benefit from the culture because all humans benefit from connection. People who work in a place with a connection culture share a bond with other workers and often feel motivated to accomplish work quickly and accurately. They also feel invested in accomplishing tasks and helping to achieve success. Workers in these conditions are usually more productive.
The connection culture theory also maintains that culture is good for companies. Organizations can save money by implementing its culture. One reason is that it can help reduce turnover. Hiring and training employees requires many resources, so keeping experienced employees can help save the business money. Companies can also save money because their employees are more productive in a connection culture.
Companies that are trying to implement a connection culture should ensure that the culture becomes an essential part of the company. The company should encourage the connection culture throughout all its parts. Some companies have certain sections that eagerly embrace a company culture, while other parts of the company do not. When the culture is not consistent across the entire company, the company may face problems. According to Stallard, employees will not naturally seek out or create a connection culture. Instead, a company’s leadership has to intentionally foster the culture.
The theory indicates that companies can take a number of other steps to create a connection culture and healthy workplace. For example, Stallard believes that companies should consider a person’s connections skills when hiring and promoting. People have to understand the normal competencies of a job but should also understand how to build and maintain connections. Also, companies should invest resources in training supervisors and managers with certain skills to help them better connect with employees. For example, they can be trained in giving and receiving feedback, conducting meetings, and mentoring and training employees. Developing these skills in managers can help improve the chances of a business achieving a connection culture. Finally, companies have to hold leaders accountable for their actions. Accountability helps leaders be effective and respected.
Many contend that promoting a culture of connection is not sufficient without also creating a sense of belonging. This is a sentiment where a worker believes they are not an isolated individual but are truly a member of a team or community. A sense of belonging is something that was evidenced as an item of need following the 2020 COVID-19 pandemic.
In the 2020s many organizations were experiencing backlash over their Diversity, Equity, and Inclusion (DEI) programs and initiatives. This was particularly felt in academic institutions dependent on public funding and oversight. Nonetheless, data indicates that such programs are essential in building connected cultures. One study showed that a large majority of workers, particularly in younger demographics, would seek different places of employment if their current organization did not promote DEI programs.
Bibliography
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Stallard, Michael Lee. “Hope Employees Will Return to the Office? Start Here.” Smart Brief, 11 May 2021, www.smartbrief.com/original/2021/05/hope-employees-will-return-office-start-here. Accessed 15 Sep. 2021.
Stallard, Michael Lee. “To Cope With the Labor Shortage, Raise Emotional Compensation.” Association for Talent Development, 1 Sept. 2021, www.td.org/atd-blog/to-cope-with-the-labor-shortage-raise-emotional-compensation. Accessed 15 Sept. 2021.
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