Many organizations are moving away from diversity, equity and inclusion (DEI) programs. My proposal is to replace them with something more effective: cultivating a culture of connection (also referred to as a “Connection Culture” or “Connected Culture”). This approach intentionally develops positive bonds among people, fostering collaboration, cooperation, employee engagement, strategic alignment, innovation, better decision-making, agility, adaptability and overall superior performance.
The challenge of many DEI programs and how connection culture addresses it
DEI programs that focused on gender, race and other demographic factors ran the risk of accentuating differences rather than highlighting what we have in common as humans. This could have unintended consequences of further dividing employees into groups rather than uniting them.
Regardless of demographic differences, everyone needs connection to thrive and perform at their best. Connection, much like the secure attachment infants and children require, is essential to human flourishing. Connection makes us smarter, happier, more productive and more resilient in coping with stress. Insufficient connection often leads to anxiety, depression, addiction and even premature death.
A culture of connection works because it meets seven universal human needs that help us thrive individually and collectively: respect, recognition, belonging, autonomy, personal growth, meaning and progress. When these needs are met, people feel a positive bond of connection with their colleagues, leaders, customers, teams and organizations.
How is this type of culture created? A culture of human connection stems from leaders who develop both task excellence and relationship excellence. Relationship excellence, in particular, is achieved when leaders:
- Communicate a positive Vision.
- Value people as individuals rather than treat them as mere means to an end.
- Give people a Voice to share their opinions and ideas.
I like to think of it as a formula:
Task Excellence + Relationship Excellence (Vision + Value + Voice) = Sustainable Superior Results.
Connection Culture is a proven model for uniting teams
An excellent example of a culture of human connection is Alan Mulally’s Working Together system, which led to the remarkable turnaround of Ford Motor Company. Mulally fostered a culture of connection through a set of expected behaviors that enhanced Vision, Value and Voice. Here are a few examples:
- Vision: Mulally revived Henry Ford’s vision of “opening the highways for all mankind,” which he reframed as Ford providing “freedom of mobility” so people could “access opportunities for growth.”
- Value: He encouraged leaders to love the people they led — meaning they should care about and value individuals. This included learning employees’ names, career aspirations and personal interests, making eye contact, greeting them and showing genuine concern for their well-being. Investing in skills training and coaching also demonstrated a commitment to their success.
- Voice: He promoted a safe environment for honest dialogue. He even banned humor at others’ expense, recognizing that it could undermine trust and connection.
Mulally achieved task excellence by implementing a Business Process Review (BPR) system in which each group’s progress was reviewed weekly. Actions were color-coded: green for on-track initiatives, yellow for those off-track but with a corrective plan, and red for those off-track without a plan. Red items were moved to Special Attention Review (SAR) meetings, where teams developed solutions to get back on track.
The results speak for themselves. When Mulally joined Ford, it was on the brink of bankruptcy. By the time he left in 2014, Ford was the #1 automotive brand in the U.S. and one of the most profitable automotive companies in the world.
Other organizations that exemplify a culture of connection include Costco, the Philadelphia Eagles, TCU, U2 and the U.S. Navy. By fostering connection, these organizations unlock the full potential of their people, driving sustainable success.
Avoiding the pitfalls of DEI when implementing Connection Culture
Most DEI efforts focused on some differences but ignored others. Differences that can get in the way of connection go beyond gender and race to also include different communication styles, different motivations, personality differences, generational differences, etc.
When approached correctly, efforts to cultivate a culture of connection empower people with the skills to overcome any obstacle that gets in the way of connection so that everyone can do their best work. This positions the organization to reach the ultimate goal of a unified team where everyone thrives.
It’s time to focus on what unites us rather than what divides us. By building a culture of connection, organizations can create environments where people feel seen, valued and heard — leading to superior results for all. Are you ready to make the shift?
Opinions expressed by SmartBrief contributors are their own.
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