Let’s explore further the theme of developing a connection with people we lead. In his book, Relationship 101: What Every Leader Needs to Know, leadership expert and author John Maxwell states, “Your best chance for leadership depends on connecting with those on your team.” Maxwell goes on to state that “You can’t be relational with someone you don’t know.” So how can the leader form a relationship and get to know those he or she leads?
In 2002, I had the privilege of assuming a leadership role for a large audit directorate of about 100 people, all of whom were located on the third floor of our building. Having spent the past 10 years in another audit directorate, I knew very few people in my new directorate. Inspired by some reading I had done, I decided to make a conscious effort to not only get to know everyone’s name but learn something about each one of them and get to know them personally. So from my very first week on the job, I set time aside each week to go out and talk with each person who was there on that particular day.
The focus of my visits with each person wasn’t to talk about the status of their audit projects (although that certainly came up sometimes) but was to check in with them to see how they were doing and to get to know them. Over time, as I walked the floor on these weekly visits, I truly got to know each one of them on a personal level. In many cases, I got to know something about their family, their hobbies, what they liked to do on the weekends, as well as important upcoming events in their lives such as weddings or births of children. These visits with each person weren’t long
visits—sometimes just a “hello” and a quick check-in. As it turns out, I was in that directorate for about 2 years. In subsequent years, as I’ve run into various people from that group, they frequently mention how much they appreciated my visits and my efforts to talk with everyone.
The story above focuses on several fundamentals that I believe leaders need to consider in making a connection a reality.
In 2002, I had the privilege of assuming a leadership role for a large audit directorate of about 100 people, all of whom were located on the third floor of our building. Having spent the past 10 years in another audit directorate, I knew very few people in my new directorate. Inspired by some reading I had done, I decided to make a conscious effort to not only get to know everyone’s name but learn something about each one of them and get to know them personally. So from my very first week on the job, I set time aside each week to go out and talk with each person who was there on that particular day.
The focus of my visits with each person wasn’t to talk about the status of their audit projects (although that certainly came up sometimes) but was to check in with them to see how they were doing and to get to know them. Over time, as I walked the floor on these weekly visits, I truly got to know each one of them on a personal level. In many cases, I got to know something about their family, their hobbies, what they liked to do on the weekends, as well as important upcoming events in their lives such as weddings or births of children. These visits with each person weren’t long
visits—sometimes just a “hello” and a quick check-in. As it turns out, I was in that directorate for about 2 years. In subsequent years, as I’ve run into various people from that group, they frequently mention how much they appreciated my visits and my efforts to talk with everyone.
The story above focuses on several fundamentals that I believe leaders need to consider in making a connection a reality.
- Taking the initiative and meeting individuals where they are. By walking the floor, I had to take the initiative to get out of my office and go talk to people at their desk—in their own environment. People appreciate when their bosses come to their desks at times other than emergencies or when something needs to be done ASAP.
- Focusing on the person. My focus in walking the floor was on each person. I asked questions and was primarily in a listening mode to find out what was important to them.
- Investing the time. Without a doubt, walking the floor each week was an investment of my time. In fact, it would take me about 1 1/2 hours to make the rounds. However, it was time well spent. I was fulfilling an important part of my job just as much as if I had been in my office reading audit reports. Paul Meshanko hits this point home in his book, The Respect Effect. In stressing the importance of the leader taking time to connect, he states, “It’s an investment in your people—builds trust, raises their confidence, and reaffirms their long-term value to the organization.”
- Being authentic. Finally, above all else, the leader’s action in “walking the floor” or making a connection in whatever way needs to be authentic. If it’s not authentic and heartfelt, there’s no point in doing it. People will see through it, and it will have the opposite effect.
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