Aligning Your Recruiting Strategy with Your Organization s Cause

1. Aligning Your Recruiting Strategy with Your Organization’s Cause

2. Whose Motto is This? "Respect, Integrity, Communication and Excellence." In college, in my public speaking class, we were taught to begin our talks with something funny – with a joke, to capture the audience’s attention. So here is my joke for the day – can you guess what organization had this as their motto? "Respect, Integrity, Communication and Excellence." Isn’t that funny? Today we’re going to talk about aligning your recruiting strategies with your organization’s cause. We’ll talk about what a “cause” is – and what it isn’t. And we’ll look at the benefits of having employees in your organizations who focus on the “cause” – and how discover if they CAN focus on the cause. In college, in my public speaking class, we were taught to begin our talks with something funny – with a joke, to capture the audience’s attention. So here is my joke for the day – can you guess what organization had this as their motto? "Respect, Integrity, Communication and Excellence." Isn’t that funny? Today we’re going to talk about aligning your recruiting strategies with your organization’s cause. We’ll talk about what a “cause” is – and what it isn’t. And we’ll look at the benefits of having employees in your organizations who focus on the “cause” – and how discover if they CAN focus on the cause.

3. Employee Engagement According to the Conference Board: 40% of employees feel disconnected from their companies Two out of three do not identify or feel motivated to support their employer’s business objective In my research for this talk, I discovered some disturbing statistics. The Conference Board says that FORTY percent of employees feel disconnected from their companies! And two out of three do not identify nor feel motivated to support their employer’s business objective. What does that mean for the workplace? It means that we have organizations with people in it who are “actively” disengaged – they show up for work, and don’t really care about what they do all day or how they do it! Is this the kind of workplace you want?In my research for this talk, I discovered some disturbing statistics. The Conference Board says that FORTY percent of employees feel disconnected from their companies! And two out of three do not identify nor feel motivated to support their employer’s business objective. What does that mean for the workplace? It means that we have organizations with people in it who are “actively” disengaged – they show up for work, and don’t really care about what they do all day or how they do it! Is this the kind of workplace you want?

4. Mission Statement/Motto and Cause - What’s the difference? Do you know your company’s mission statement? Did you help to write it? Can you recall it instantly? Mission statements and mottos are usually done by a committee or group, they are usually ego driven – what we will do for US/ME, and often talk about shareholder return, it describes the results an organization hopes for. They are often watered down, committee’d to death, wordsmithed and frankly, bland. After it’s done, it looks more like a marketing tool than a true call to action. Do you know your company’s mission statement? Did you help to write it? Can you recall it instantly? Mission statements and mottos are usually done by a committee or group, they are usually ego driven – what we will do for US/ME, and often talk about shareholder return, it describes the results an organization hopes for. They are often watered down, committee’d to death, wordsmithed and frankly, bland. After it’s done, it looks more like a marketing tool than a true call to action.

5. Mission Statements “We will increase the value of our company and our global portfolio of diversified brands by exceeding customers' expectations and achieving market leadership and operating excellence in every segment of our company.“ Here are some missions statements from some well known organizations. Listen to these and see if you can really tell what they are trying to do. Here are some missions statements from some well known organizations. Listen to these and see if you can really tell what they are trying to do.

6. Mission Statements “To combine aggressive strategic marketing with quality products and services at competitive prices to provide the best insurance value for consumers.”

7. Mission Statements (Manufacturer/distributor of agriculture equipment) “Profitable growth through superior customer service, innovation, quality and commitment.” Exciting, aren’t they? I don’t’ mean to pick on these companies – I’m sure they are wonderful organizations. My point I’m trying to make is the when we work so hard on a Mission Statement, we often overlook or dilute the REAL reason our organization’s exist – and we lose the passion that the founders of these organizations have for the work they do. Exciting, aren’t they? I don’t’ mean to pick on these companies – I’m sure they are wonderful organizations. My point I’m trying to make is the when we work so hard on a Mission Statement, we often overlook or dilute the REAL reason our organization’s exist – and we lose the passion that the founders of these organizations have for the work they do.

8. Cause Every day in my practice I hear from people that they are looking for more. It may be my age, and the place I am in my life, but most of my peers are seeking a higher purpose in their work lives. They want to know they make a difference in the world and in our country. I believe this is pretty common in our post 9/11 world – human beings are seeking the real reason they are here. At the risk of getting “existential” or “woo woo” – we’re going to talk a bit today about aligning your hiring strategies with your organization’s “cause” – the real reason it exists. A great Cause really connects us from where we are now to where we want to be – personally and as an organization. It’s a dream – and one that the founder had when the company was started. Every day in my practice I hear from people that they are looking for more. It may be my age, and the place I am in my life, but most of my peers are seeking a higher purpose in their work lives. They want to know they make a difference in the world and in our country. I believe this is pretty common in our post 9/11 world – human beings are seeking the real reason they are here. At the risk of getting “existential” or “woo woo” – we’re going to talk a bit today about aligning your hiring strategies with your organization’s “cause” – the real reason it exists. A great Cause really connects us from where we are now to where we want to be – personally and as an organization. It’s a dream – and one that the founder had when the company was started.

9. The Cause Passionate From the “gut” Describes how we will be Is determined and articulated by the founder/top leader Inspires others to action Is non-aggressive and doesn’t focus on competition States why an organization exists! Accenture, a global consulting firm, interviewed leaders and aspiring leaders around the world and found that of the 14 essential characteristics of a leader, “creating a shared vision” topped the list. William M. Mercer surveyed employees to determine if benefits, policies, and practices influenced them when choosing an employer or improving their personal productivity. Most respondents (64 percent) said that a “clear sense of organizational purpose” would influence them more than all traditional employee benefits except a retirement or savings plan and a pension plan. A cause is a magnet for passion. How we will be in our lives or organizations – what we stand for – and it comes from within. An organization’s “cause” is usually determined and articulated by the leader of the organization – it’s the reason the organization exists – and it speaks to the soul of the humans working in the organization. It speaks to how the organization is passionate and what it intends to do to improve the world. It is YOU focused and inspirational – not “me” focused. Two common features: It is deeply engaging to others because it is patient, non-agressive, and non-competitive, and it embraces the long view; It is not self-serving or focused on goals, it focuses on serving othersAccenture, a global consulting firm, interviewed leaders and aspiring leaders around the world and found that of the 14 essential characteristics of a leader, “creating a shared vision” topped the list. William M. Mercer surveyed employees to determine if benefits, policies, and practices influenced them when choosing an employer or improving their personal productivity. Most respondents (64 percent) said that a “clear sense of organizational purpose” would influence them more than all traditional employee benefits except a retirement or savings plan and a pension plan. A cause is a magnet for passion. How we will be in our lives or organizations – what we stand for – and it comes from within. An organization’s “cause” is usually determined and articulated by the leader of the organization – it’s the reason the organization exists – and it speaks to the soul of the humans working in the organization. It speaks to how the organization is passionate and what it intends to do to improve the world. It is YOU focused and inspirational – not “me” focused. Two common features: It is deeply engaging to others because it is patient, non-agressive, and non-competitive, and it embraces the long view; It is not self-serving or focused on goals, it focuses on serving others

10. The Cause Keeps everyone focused on the same thing. We’re all working for the same result. Have you ever been involved in a crisis? While crises are scary, exciting and sometimes sad, the humans involved in them immediately work together for the same “cause”. April 19 LAX example (extreme): Alex got hit, fell to the ground, teammates called dad, Total focus – total energy – total working together. No questions about roles, no questions about why, all working toward ONE result. Save his life. Doctors, nurses, EMT, teammates, coaches, parents, visiting team, visiting parents. Result: he’s healthy today. We are stronger as a team. We are bonded as parents – together. And our lives will never go back to the way they were. We have a life long connection to one another and every time we see the team and see Alex we are renewed in that connection. Have you ever been involved in a crisis? While crises are scary, exciting and sometimes sad, the humans involved in them immediately work together for the same “cause”. April 19 LAX example (extreme): Alex got hit, fell to the ground, teammates called dad, Total focus – total energy – total working together. No questions about roles, no questions about why, all working toward ONE result. Save his life. Doctors, nurses, EMT, teammates, coaches, parents, visiting team, visiting parents. Result: he’s healthy today. We are stronger as a team. We are bonded as parents – together. And our lives will never go back to the way they were. We have a life long connection to one another and every time we see the team and see Alex we are renewed in that connection.

11. Cause Statements (a medical products company): “Restoring people to full life and health.” Crafted by the founder Earl Bakken (inventor of the external pacemaker in 1949). This cause is simple – and pointed and states it all. Every employee joining the company gets the cause in writing and views a video showing the founder and how being at Medtronic has affected his life. All employees are asked to keep the cause in mind, and when they grow frustrated by their day to day work, to review the cause and realize why they are really working there. Everyone at the company, from the CEO to the person who packages the products, knows that they are working to restore people to full life and health. Every decision they make, every task they accomplish, every procedure they establish is “checked” against the company’s cause – if it further the cause, they know they are heading in the right direction. Ironically, this is a company that makes portable defribrillators – just like the one used at the school to save Alex’s life! I put this together BEFORE that incident – scary, huh?Crafted by the founder Earl Bakken (inventor of the external pacemaker in 1949). This cause is simple – and pointed and states it all. Every employee joining the company gets the cause in writing and views a video showing the founder and how being at Medtronic has affected his life. All employees are asked to keep the cause in mind, and when they grow frustrated by their day to day work, to review the cause and realize why they are really working there. Everyone at the company, from the CEO to the person who packages the products, knows that they are working to restore people to full life and health. Every decision they make, every task they accomplish, every procedure they establish is “checked” against the company’s cause – if it further the cause, they know they are heading in the right direction. Ironically, this is a company that makes portable defribrillators – just like the one used at the school to save Alex’s life! I put this together BEFORE that incident – scary, huh?

12. Cause Statements “To be the world’s most customer-centered company”. Jeff Bezos, the founder, stated their cause as: If you’ve ever purchased anything from them, you know this is true. It’s easier to buy from them than from just about anyone else. And it’s easy to exchange or return things, too – they sent me the new item I wanted BEFORE receiving the one I was sending back! Imagine how everyone who works there understands this cause and thinks about it when making decisions for the organization and for their customers Jeff Bezos, the founder, stated their cause as: If you’ve ever purchased anything from them, you know this is true. It’s easier to buy from them than from just about anyone else. And it’s easy to exchange or return things, too – they sent me the new item I wanted BEFORE receiving the one I was sending back! Imagine how everyone who works there understands this cause and thinks about it when making decisions for the organization and for their customers

13. Cause Statements Mt. Carmel Hospital: “Honoring every soul with loving service.” This cause has attracted some of the best physicians and nurses in the country because it speaks to why THEY work – and they want to work for an organization that believes in the same thing as they believe. That “L” word is in there – and it was put there intentionally by the leader of the hospital – others tried to get him to take it out because it made them uncomfortable – but he kept it – he was courageous and genuine, and now that organization hires courageous and genuine people like him. This cause has attracted some of the best physicians and nurses in the country because it speaks to why THEY work – and they want to work for an organization that believes in the same thing as they believe. That “L” word is in there – and it was put there intentionally by the leader of the hospital – others tried to get him to take it out because it made them uncomfortable – but he kept it – he was courageous and genuine, and now that organization hires courageous and genuine people like him.

14. The Good News According to the Gallup Organization, this chart shows the reasons people voluntarily leave their organizations. As you can see from this – the bad news is that there are many reasons: Job security, career advancement/promotional opportunities, pay/benefits, lack of fit to job, management/general work environment, flexibility/scheduling. The good news is that most of the reasons people leave are directly within our control and can be “fixed” by considering your organization’s Cause and having managers lead with that cause. According to the Gallup Organization, this chart shows the reasons people voluntarily leave their organizations. As you can see from this – the bad news is that there are many reasons: Job security, career advancement/promotional opportunities, pay/benefits, lack of fit to job, management/general work environment, flexibility/scheduling. The good news is that most of the reasons people leave are directly within our control and can be “fixed” by considering your organization’s Cause and having managers lead with that cause.

15. What is Your Organization’s Cause? Every employee in your organization can ask every day: “Am I taking this action or making this decision in such a way that is consistent with my organization’s Cause and helps to achieve it?” A great cause has no need for “buy in” from those in your organization. If the cause is genuine, it is so compelling that it will attract people who are aligned with it. A brilliant cause does not need to be “sold” to anyone – it will inspire passion. What is Your Organization’s “Cause”? What was in the founder’s heart about why the company was started? How does your organization expect its members to “be”? Is it articulated? Every organization has one – it just isn’t often spoken out loud. We often focus on what we do – our tasks, our roles, our responsibilities. A cause is why we ARE. It comes from the heart of the leader and it is why the organization was founded. Every day you can answer the question “Am I taking this action or making this decision in such a way that is consistent with my Cause and helps to achieve it?”A great cause has no need for “buy in” from those in your organization. If the cause is genuine, it is so compelling that it will attract people who are aligned with it. A brilliant cause does not need to be “sold” to anyone – it will inspire passion. What is Your Organization’s “Cause”? What was in the founder’s heart about why the company was started? How does your organization expect its members to “be”? Is it articulated? Every organization has one – it just isn’t often spoken out loud. We often focus on what we do – our tasks, our roles, our responsibilities. A cause is why we ARE. It comes from the heart of the leader and it is why the organization was founded. Every day you can answer the question “Am I taking this action or making this decision in such a way that is consistent with my Cause and helps to achieve it?”

16. Determining a Cause What kind of negative situation do we want to change? How will we serve this world and all of the people on it? What principles do we hold most dear? Have you ever considered what your personal cause is? Why do you work? What motivates you to get out of bed in the morning? What do you want to do in this world? How will you make this world better – what is your motivator? You can ask yourself: How will I serve this earth and all of us? What principles do I hold most dear to me? Write them down – and look at them – would they inspire you to take action? Would they inspire others to help you? Do the words describe how you will “BE”? What you stand for? When working in organizations, we can sometimes forget that “the company” is not an entity unto itself. The “company” is a legal entity which is comprised of people. It is really a grouping of human beings (not human capital) and these human beings have goals, dreams, ambitions, wants and SOULS. I worked over 20 years in Human Resources – in many different kinds of companies. Spent 20 years focusing on “fairness” – and realized that in our effort to be “fair” we have effectively ruled and litigated the heart and soul out of business. While working for a major pharma company, a first line manager said to me that he – “try not to get involved in my employee’s lives” for fear of learning too much about them and maybe liking them. I knew right then that I had to find another way – there had to be more in the workplace than function, metrics, goal setting, etc. When we approach the individuals in our organizations as human beings, and consider their souls as well as their resumes, that is when we begin to figure out ways to inspire them to great performance! Have you ever considered what your personal cause is? Why do you work? What motivates you to get out of bed in the morning? What do you want to do in this world? How will you make this world better – what is your motivator? You can ask yourself: How will I serve this earth and all of us? What principles do I hold most dear to me? Write them down – and look at them – would they inspire you to take action? Would they inspire others to help you? Do the words describe how you will “BE”? What you stand for? When working in organizations, we can sometimes forget that “the company” is not an entity unto itself. The “company” is a legal entity which is comprised of people. It is really a grouping of human beings (not human capital) and these human beings have goals, dreams, ambitions, wants and SOULS. I worked over 20 years in Human Resources – in many different kinds of companies. Spent 20 years focusing on “fairness” – and realized that in our effort to be “fair” we have effectively ruled and litigated the heart and soul out of business. While working for a major pharma company, a first line manager said to me that he – “try not to get involved in my employee’s lives” for fear of learning too much about them and maybe liking them. I knew right then that I had to find another way – there had to be more in the workplace than function, metrics, goal setting, etc. When we approach the individuals in our organizations as human beings, and consider their souls as well as their resumes, that is when we begin to figure out ways to inspire them to great performance!

17. What Does Your Organization Reward? Money/Security? Power/Control? Learning/Knowledge? Order/Standard for Living? Serving/Helping Others? Beauty and Harmony in the world? Is YOUR organization’s cause aligned with YOUR cause? Having individuals in your organization who are aligned with the Cause means that they are rewarded by what your organization offers. What does working in your organization reward? There are basically 6 motivators – Money, Power, Knowledge, Order, Service, Beauty and Harmony, Power. Explain what they are: Is YOUR organization’s cause aligned with YOUR cause? Having individuals in your organization who are aligned with the Cause means that they are rewarded by what your organization offers. What does working in your organization reward? There are basically 6 motivators – Money, Power, Knowledge, Order, Service, Beauty and Harmony, Power. Explain what they are:

18. Working with Team Members Who Share the Same “Cause” or Motivators How does your organization’s “cause” affect workplace effectiveness? Have you ever worked with someone who was “in it” for something different from you? How did you function together? Working with someone who shares the company cause is easier – they “fit”, they are usually happy in their job, they stick around – they love the company, and they work as part of the team – because everyone is working for the same thing. Stories: Worked with someone whose motivators were different. One was for order – she knew how things should be done – her style of life – and it was supposed to be done “her way” – strong convictions on how it should go. When she coached and counseled others on how to handle a situation, and they did it differently from how she wanted it done, it caused her stress and anxiety. Struggles with being seen as rigid – especially in a more flexible work environment – she likes rules, likes order. Every single day of her work life is stressful because she is asked to be more flexible than she wants. She is good at her job – at considerable cost to herself personally. Long term, she will lose effectiveness unless put in a role where people follow “rules” more easily.How does your organization’s “cause” affect workplace effectiveness? Have you ever worked with someone who was “in it” for something different from you? How did you function together? Working with someone who shares the company cause is easier – they “fit”, they are usually happy in their job, they stick around – they love the company, and they work as part of the team – because everyone is working for the same thing. Stories: Worked with someone whose motivators were different. One was for order – she knew how things should be done – her style of life – and it was supposed to be done “her way” – strong convictions on how it should go. When she coached and counseled others on how to handle a situation, and they did it differently from how she wanted it done, it caused her stress and anxiety. Struggles with being seen as rigid – especially in a more flexible work environment – she likes rules, likes order. Every single day of her work life is stressful because she is asked to be more flexible than she wants. She is good at her job – at considerable cost to herself personally. Long term, she will lose effectiveness unless put in a role where people follow “rules” more easily.

19.  This is an extremem example. This is an extremem example.

20. Traditional Recruiting Practices: Sense of urgency Process-based: Update job description Run ads, activate network, Monster.com Screen resumes for education/experience Interview – for “fit” – I like this person! Background checks/reference checks How do you recruit for your organization? Traditionally, we recruit with a real sense of urgency. We need people and we need them NOW. It’s very process-based – we have a vacancy, we determine the job description, make sure it’s compliant with ADA, etc., make sure it gives the details of the job and the “metrics” needed for success. We start shaking the bushes for candidates – ads, activate our networks, post on boards, use Monster, maybe even connect with outside recruiters. We look at resumes – check out education, experience, communication ability, etc. We talk with the people – and we like them all! They are so nice – they are clean, well spoken, good resume – worked at a place for 15 years! What a gem! We do reference checking – everyone loves them - there are no negatives. So we hire them. And soon enough we realize that they may be like “Phillips” on the previous slide – they just don’t fit in – they don’t “get it”. I worked with someone whose motivator was power – he liked to control his own destiny and the destiny of others. He was in a leadership role so that served him most of the time and initially he was very effective. However, the founder of the organization’s cause and motivator was service to others. She had founded the company to help clients and to help employees build a good life through their work. They had a real hard time connecting emotionally – when major decisions were made for the organization, her first thought was “how will it affect the employees and customers?”, and his first thought was “How will it affect me?”. They had many coaching sessions, many conversations. His actions were always focused on serving himself, and she wanted him to focus on serving others. They just could not connect in spite of their desire to work well together. If they held the same motivators, they would still be together today. An organization’s Cause sets the whole tone of the company – and it exists whether it is articulated or not. How do you recruit for your organization? Traditionally, we recruit with a real sense of urgency. We need people and we need them NOW. It’s very process-based – we have a vacancy, we determine the job description, make sure it’s compliant with ADA, etc., make sure it gives the details of the job and the “metrics” needed for success. We start shaking the bushes for candidates – ads, activate our networks, post on boards, use Monster, maybe even connect with outside recruiters. We look at resumes – check out education, experience, communication ability, etc. We talk with the people – and we like them all! They are so nice – they are clean, well spoken, good resume – worked at a place for 15 years! What a gem! We do reference checking – everyone loves them - there are no negatives. So we hire them. And soon enough we realize that they may be like “Phillips” on the previous slide – they just don’t fit in – they don’t “get it”. I worked with someone whose motivator was power – he liked to control his own destiny and the destiny of others. He was in a leadership role so that served him most of the time and initially he was very effective. However, the founder of the organization’s cause and motivator was service to others. She had founded the company to help clients and to help employees build a good life through their work. They had a real hard time connecting emotionally – when major decisions were made for the organization, her first thought was “how will it affect the employees and customers?”, and his first thought was “How will it affect me?”. They had many coaching sessions, many conversations. His actions were always focused on serving himself, and she wanted him to focus on serving others. They just could not connect in spite of their desire to work well together. If they held the same motivators, they would still be together today. An organization’s Cause sets the whole tone of the company – and it exists whether it is articulated or not.

21. Aligning with Your Cause STOP! Determine your organization’s cause Look at this JOB – how will it fit with our cause? What will the JOB reward? Screen candidates to determine what their cause is and why they work Instead of jumping into the hiring mode immediately try working through a new process. Discover your organizations cause – determine what it really is – through the senior leader. Why does your company exist. Then think about what kinds of things does your organization reward. How will this job be rewarded? How does this job fit into your cause? What kind of candidate would be successful in this job and fit into your cause? Find out what their cause is – and if it is aligned with the organizations. Doing this kind of work up front will enable you to determine the “fit” of someone in your organization and truly make them more productive in the long run. Instead of jumping into the hiring mode immediately try working through a new process. Discover your organizations cause – determine what it really is – through the senior leader. Why does your company exist. Then think about what kinds of things does your organization reward. How will this job be rewarded? How does this job fit into your cause? What kind of candidate would be successful in this job and fit into your cause? Find out what their cause is – and if it is aligned with the organizations.

22. Determining Someone’s Motivators: Ask: Why do you work? What are your goals in life? Targeted Selection: Describe situations that reward motivators, ask for examples of success/struggles and what they would do differently if given the chance. Assessment tools: “Workplace Motivators” which measures motivators: PIAV – Personal Interests, Attitudes and Values So this all sounds good – but how do we determine someone’s motivators? There are many ways: Ask them!! Sounds obvious, doesn’t it? But how many of you have ever been asked why you work? It may be interesting to hear why people do what they do. I recently did work with a non profit and we were filling some key roles. In the interview we always asked why people worked and why they wanted to work in that role. The answers were fascinating: some wanted to “give back” (social), some wanted to “learn new things” (theoretical), and none wanted to do it for the financial reward. That was good because the monetary growth opportunity was not great in that role. However, I have worked to select people for sales positions – and studies have shown that successful sales people are motivated by money (utilitarian). Listen to the responses from the candidates and determine their fit in your cause. Another way to assess someone’s motivators is to use targeted selection. Think of examples of the role and what it would reward, then develop sample situations to offer and ask for responses – what would they do? How did they act in the past? You’ll quickly know why they do what they do. A third method, and my favorite, is through assessments. I’ve used one by TTI called “Workplace Motivators” – it quickly and objectively tells us WHY people work – and can even tell us demotivators in their lives. If I had this assessment when I worked with the clients I’ve mentioned, we could have avoided some major issues with the leadership team and saved the company significant amounts of money. So this all sounds good – but how do we determine someone’s motivators? There are many ways: Ask them!! Sounds obvious, doesn’t it? But how many of you have ever been asked why you work? It may be interesting to hear why people do what they do. I recently did work with a non profit and we were filling some key roles. In the interview we always asked why people worked and why they wanted to work in that role. The answers were fascinating: some wanted to “give back” (social), some wanted to “learn new things” (theoretical), and none wanted to do it for the financial reward. That was good because the monetary growth opportunity was not great in that role. However, I have worked to select people for sales positions – and studies have shown that successful sales people are motivated by money (utilitarian). Listen to the responses from the candidates and determine their fit in your cause. Another way to assess someone’s motivators is to use targeted selection. Think of examples of the role and what it would reward, then develop sample situations to offer and ask for responses – what would they do? How did they act in the past? You’ll quickly know why they do what they do. A third method, and my favorite, is through assessments. I’ve used one by TTI called “Workplace Motivators” – it quickly and objectively tells us WHY people work – and can even tell us demotivators in their lives. If I had this assessment when I worked with the clients I’ve mentioned, we could have avoided some major issues with the leadership team and saved the company significant amounts of money.

23. Joys of working with employees aligned with the cause: Motivation is inherent in the job You speak the same language Stronger human connection Groups are more forgiving of behaviors if we all have a common focus More fun! Higher morale Higher job satisfaction Lower turnover Higher productivity Working with a team that is aligned with your cause is a JOY. The example I gave in the beginning about our lacrosse team shows what a common cause can do for a group – the parents on the team act as one now – there is a palpable feeling of camaraderie among us – and there is joy in being together. Political staffers experience similar situations – working together for the common cause of getting their candidate elected – I’ve heard comments from people who have worked on campaigns that they miss that team feeling when the elections are over – they all worked incredibly hard and had loads of fun – because they had a singular purpose. When we have a common cause we’re often more forgiving of one another’s behaviors and mistakes – back to the LAX example – some of the team got pretty emotional – started yelling at the rescue folks in their impatience for their friend to be helped. No one got angry at them at the time – even though we all felt the stress. We were all one together – with the common cause. Working with a team that is aligned with your cause is a JOY. The example I gave in the beginning about our lacrosse team shows what a common cause can do for a group – the parents on the team act as one now – there is a palpable feeling of camaraderie among us – and there is joy in being together. Political staffers experience similar situations – working together for the common cause of getting their candidate elected – I’ve heard comments from people who have worked on campaigns that they miss that team feeling when the elections are over – they all worked incredibly hard and had loads of fun – because they had a singular purpose. When we have a common cause we’re often more forgiving of one another’s behaviors and mistakes – back to the LAX example – some of the team got pretty emotional – started yelling at the rescue folks in their impatience for their friend to be helped. No one got angry at them at the time – even though we all felt the stress. We were all one together – with the common cause.

24. Joys of working with employees aligned with the cause:

25. “Change your thoughts and you change your world.” Norman Vincent Peale How to begin? It starts with you. By shifting your thinking immediately. Just a bit. Just to consider your organizations cause and your personal cause – and by starting to pay attention to other’s and what motivates them. Understanding yourself is first – understanding others breeds wisdom and caring. I thank you for listening today. Any questions?How to begin? It starts with you. By shifting your thinking immediately. Just a bit. Just to consider your organizations cause and your personal cause – and by starting to pay attention to other’s and what motivates them. Understanding yourself is first – understanding others breeds wisdom and caring. I thank you for listening today. Any questions?