Mark C. Crowley

Transformative Leadership for the 21st Century

If you're focusing on EMPLOYEE ENGAGEMENT
you're aiming WAY TOO LOW!
“Shift your focus to what really matters to your organization:
employee commitment, initiative, and sustainable high performance.”
– Mark C. Crowley
MARK C. CROWLEY
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How We Gain Power And Influence: Science’s Surprising Answer

Posted by on Jul 8, 2017 in Heart Leadership In Practice, Leadership, Uncategorized, Wisdom From Other Authors | 0 comments

In the late 19th Century, British historian, Lord Acton, famously asserted that “power corrupts.” And we surely needn’t look too deeply within business, politics and every day life to find examples that validate this timeless truth.

But new research from U.C. Berkeley social scientist, Dacher Keltner, confirms something few of us may ever have personally acknowledged with regard to Lord Acton’s insight: When we ourselves are given positions of power, we’re no less prone to abuse it.

In the American workplace today, over half of workers admit to quitting jobs in order to flee a power-abusing boss. And, of course, employee job satisfaction and engagement are mired in true crisis levels. What Keltner’s work reveals is that our common ways of applying power in managing people deserves much of the blame for these outcomes.

For the past two decades, Keltner has been studying human emotions and how they influence behavior. Tied to this work, he advised Pixar Studios in the making of their Academy Award-winning animated film, “Inside Out,” and guided Facebook executives in creating their new emoticons. And in his new book, The Power Paradox: How We Gain And Lose Influence, he explains why our traditional beliefs on leadership power must be tossed away if our goal is to succeed in motivating 21st Century workers.

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Ancient Chinese Philosophers Teach Harvard Students A Modern Way To Think

Posted by on May 5, 2017 in Heart Leadership In Practice, Leadership, Life Lessons, Wisdom From Other Authors | 0 comments

One of the most popular classes at Harvard University today is a deep dive into the wisdom of the great Chinese philosophers, scholars who lived over 2,000 years ago.

We all know their names – Confucius, Mencius, Zhangzi and Lao Tzu – Eastern sages who devoted their lives to exploring what it takes to flourish in life, and who often landed on counter-intuitive conclusions that stand in stark contrast to traditional Western thinking.

“Your lives are about to be profoundly changed,” Michael Puett tells his students on the first day of class. The professor begins every new semester knowing that the time-tested and spiritually informed ideas of the Chinese scholars will likely fully transform how his students go on to operate in the world.

After taking Puett’s class as a Ph.D. student, Christine Gross-Loh astutely realized that far more people than Ivy League students needed an introduction to classical Chinese philosophy. And she urged Puett to collaborate with her on a book – and to effectively make his research available to us all.

Just recently, the pair published, “The Path: What Chinese Philosophers Can Teach Us About The Good Life,“ and it’s become a New York Times best seller.

While nowhere is it clear in the title, many of the book’s most provocative ideas also have direct application to workplace leadership. After fully digesting The Path – and then spending considerable time discussing it with Gross-Loh, I’ve spotlighted three pieces of ancient wisdom that are not only likely to challenge your personal views on how best to excel in the world, they might just send your own life into a positive new trajectory:

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Gallup’s Profound Discovery: Engagement Is Driven By Good Managers With Rare Talents

Posted by on Dec 14, 2016 in Current Affairs, Heart Leadership In Practice, Leadership, Uncategorized | 0 comments

Searching For Talent “Talent hits a target no one else can hit. Genius hits a target no one else can see.”

 – Schopenhauer

It’s been nearly three years since Gallup announced its stunning finding that engagement in the American workplace had fallen to crisis levels.

In what became the shot heard ‘round the world in business, the research firm revealed that 70% of the nation’s working population admits to being disengaged in their jobs (i.e., content with collecting a paycheck while investing little of their hearts in their work) – and that nearly 1 in every 5 workers is so discontent that they’re perversely motivated to undermine the effectiveness of their bosses and organizations.

All of this profound unhappiness has a primary source, of course, and organizations across the land have scurried to create taskforces, introduce employee satisfaction metrics and experiment with innumerable strategies in their efforts at finding it.  Like any problem decades-long in the making, however, no new programs or organization-wide themes are likely to prove effective at creating a sustainable solution. (For proof of this, we only need to look at where engagement is in 2017.  The needle has barely moved).

I’ve always believed, of course, that our shared engagement problem is the direct result of ineffective – even destructive – leadership.  More specifically, I’ve shown that human beings have greatly evolved what they need and want in exchange for their committed efforts at work, while our traditional managerial practices have failed to keep up.

Last fall, Gallup helped confirm this assessment when their research revealed that too many people in supervisory roles today, across all industries, lack the requisite ability to manage.  Their important revelation was that employee engagement in the 21st Century is largely dependent upon having a good manager.

In a series of discussions I’ve since had with Dr. Jim Harter, Gallup’s Chief Research Scientist, I’ve learned there are five specific talents that characterize the most effective and influential workplace leaders.

The direct and immediate take-away is that some people are naturally imbued with qualities and talents that virtually preordain their leadership success.  The surest way of restoring high engagement, therefore, is to only select people with these traits into all future managerial roles.

Managers, Not Organizations, Drive Engagement

“We’ve long had the understanding in business,” Harter told me, “that organizations have an overriding culture – one that’s either highly engaged or not.  But when we mapped engagement data down to the team level, we started noticing that engagement – and all performance metrics – varied widely.  Our discovery was that culture varies by team.  When we got under the hood a little bit, it became more obvious that whatever was happening with a team was directly related to its manager and to the tone they were setting.”

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Five Magnificent Ways You Can Lead Like Google Without Spending A Dime On Perks

Posted by on Dec 14, 2016 in Current Affairs, Heart Leadership In Practice, Leadership, Uncategorized, Wisdom From Other Authors | 0 comments

Unknown-2As research for an article I later wrote for Fast Company Magazine, I traveled to Google’s Mountain View, California campus, and spent the day meeting with several of their talent management executives.

Within just my first hour at Google, I saw firsthand all the reasons why so many people in business consider the tech giant to be an incomparable outlier – an organization whose leadership practices bear little relevance to the real world, and to most other organizations:

  • Staged in the parking lot was a row of luxurious Wi-Fi-outfitted shuttles that transport hundreds of “Googlers” to and from work every day at no cost.
  • At eleven o’clock in the morning, I saw two young employees unabashedly playing a “Dance, Dance Revolution” arcade game – while others were gearing up to play eight-ball on a nearby billiards table.
  • I saw the bowling alleys, the laundry-room, the endless snacks, the gym – and I enjoyed one of the 75,000 gourmet meals Google provides its workers free of charge every month.

IMG_0196To the uninitiated, it’s no wonder that Google has been named Fortune Magazine’s “Best Company To Work For” an unprecedented five times. Who wouldn’t want to work at a place like this?

But Google’s methods for inspiring its 50,000 workers to commit themselves to doing amazing work far transcend the generous perks. And this is exactly the point that Google’s head of People Operations, Laszlo Bock, makes in his new book, Work Rules! Why Google’s Rules Will Work For You.”

After reading Bock’s book – twice – I’m convinced that his (and Google’s) understanding of what drives human beings to consistently excel in their jobs is nothing short of brilliant.

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Science Agrees With Obi Wan: Trust Your Feelings

Posted by on Dec 14, 2016 in Heart Leadership In Practice, Leadership, Life Lessons, Wisdom From Other Authors | 0 comments

brain-heart-intuition-the-b-spotImagine you’re giving a presentation tomorrow to a group of your organization’s top decision makers. Your job will be to persuade them to approve, and invest in, a new initiative you’ve worked over a year to develop.

Heading into the meeting, you’re convinced you have a fantastic business case. You’ve studied the competition, run several lengthy pilots – and developed a keen sense that the venture will become a run-away success.

But if your company operates anything like most traditional businesses, you know you’ll need to stick to the analytics while making your pitch; sharing any of your informed “feelings” about the potential outcome could potentially derail your project and even harm perceptions about your own managerial prowess.

And why is it that one’s feelings can’t be brought into the boardroom without drawing concern? It’s because we remain highly squeamish about the reliability of human intuition.

Nearly 400 years ago, René Descarte famously declared, “I think therefore I am,” and an emphasis on rational thinking has dominated business operations ever since. In the modern era, MBA programs have intentionally focused on developing left-brain, rational abilities – and to teaching future business leaders how to figure everything out. Even the high-compliment of saying that someone has great “business smarts,” inherently means they possess an unusually developed intellect – a good “head” for business.

Intuition: Friend Or Foe?

But curiously, some of the world’s greatest “thinkers” of the past century – a list of acknowledged geniuses that includes Thomas Edison, Bill Gates, Nikola Tesla and Albert Einstein – all very consciously leveraged intuition in their work. And so convinced that intuition had profoundly influenced his entire life’s success, Steve Jobs repeatedly said that it wasn’t just potent, it was “more powerful than intellect.”

So there lies the conundrum. Most of men, mere mortals, steer clear of allowing any feelings or intuition to influence their business dealings, while the stunning achievers of society clearly chose to operate from an entirely different manual. Whose lead should we now follow?

For nearly three decades, the Institute of HeartMath has been researching intuition and running numerous experiments for the purpose of better defining what it is and how it works. I recently met with its director of research and co-founder, Dr. Rollin McCraty, and asked him to share some of the key insights he and his colleagues have acquired. As you might suspect, along with other researchers, McCraty has been able to show that folks like Jobs and Tesla figured out something long before the rest of us, and that intuition – when fully understood – can surely help us be more successful in our careers and lives.

Mark C. Crowley & Dr. Rollin Mccraty

Mark C. Crowley & Dr. Rollin McCraty

Here’s what you need to know:

Highly Successful Serial Entrepreneurs Act On Intuition

Over a period of many years, the Australian Graduate School of Entrepreneurship conducted in-depth interviews with repeat entrepreneurs – people who had built businesses multiple times with great success.

Noting that Gallup already had shown that over half of all new enterprises fail in five years, they met with business creators in Great Britain, the US and Australia in hopes of identifying the commonalities of people who repeatedly defied the odds.

And they found two. Most importantly, they discovered that 80 percent of the successful entrepreneurs intentionally relied on their intuition and knowingly integrated it with their cognitive processes in making all final decisions. Contrary to what you might imagine, they were highly practical people who routinely employed a rigorous system of financial analysis and business projections. But in the end, they acted on their hunches, and repeatedly relied on feelings to indicate what choice was best.

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