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
Navigation Menu

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.

Read More

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.

Read More

What My Near-Death Experience Taught Me About Life And Leadership

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

aaeaaqaaaaaaaacaaaaajgzhyzdhogrjltriywitngjioc1izdezlwjlnjrizwfjngnkmwEarly one morning just a few weeks ago, I woke up with the intention of starting my day at the gym.  But before I ever made it out of the house, I completely blacked out, fell on a cold travertine floor and broke my ribs.

The pain from that fall was excruciating; and it immediately restored me to consciousness.  But the sheer terror of the moment instantly grew worse; I thought I was suffocating.

Hearing my moans, my wife found me splayed on the ground and largely incoherent.  Stunned and petrified, she kept asking me what had happened. But by this point, indescribable fear had set in, and all I could do was cry the words, “I can’t breathe. I can’t breathe!”

Despite my grave condition, I resisted my wife’s pleas to call an ambulance.  In disbelief over my characteristic male stubbornness, she figured out a way to get me in the car and transported to the emergency room at Scripps Clinic, La Jolla. And this is when a team of brilliant doctors and nurses mobilized with the purpose of saving my life.

I could immediately see in my doctor’s face that he was highly alarmed by my condition.  Consistently – as he hurriedly worked to check my vital signs and make a diagnosis – he took time to scold me for not calling 911.

Even in my diminished state, it was obvious to me that every nurse on this triage team had a unique role to play.  As if I was watching a movie of someone else’s experience and not my own, I marveled at how brilliantly orchestrated everything was.

But a sobering reality instantly set in when my doctor told me he was rushing me into the operating room and that I’d be going under anesthesia.  It was at this moment that a nurse called my name.  Looking me straight in the eye, she pierced me with the words, “You’re going to be alright, Mark.  We’re all going to make sure of it.”

Hours later, when I came out of sedation, I learned that my left lung had collapsed in the fall, and that my heart had endured tremendous stress.  But far more disconcerting to my doctors was their discovery of a “pulmonary embolism,” a blood clot in my lungs similar to the one that recently took the life of PBS radio anchor, Craig Windham.

When I was told I was being moved into the Intensive Care Unit, only then did I fully acknowledge that my life was indeed in great danger.  I found out later that it was at this same time when nurses asked my wife if I had signed a Do-Not-Resuscitate Order.

But here’s the truth.  From that moment on, I never really feared for my life.  And it wasn’t because I was inordinately brave – or even exceptionally delusional.  My conviction that I’d fully recover had everything to do with how my doctors and nurses treated me – how they made me feel.

Read More

These 5 Books Predict The Future Of Workplace Leadership

Posted by on Jun 25, 2014 in Heart Leadership In Practice, Leadership, Wisdom From Other Authors | 0 comments

Boos Stack“The future is already here, it’s just not evenly distributed.”

 – William Gibson

A close friend and former colleague of mine recently advised me to “go easy” on my use of the expression “lead from the heart.”  Fully aware that I’d written a book with that title, he nevertheless sought to warn me that many people in business continue to believe this is a particularly weak idea.

My friend was, of course, looking out for my best interests, and the truth is, I knew he was right.  I’ve met with with many senior executives who gave me their polite attention – but conveyed through invisible signals their deep resistance to bringing any amount of heart into workplace management.

You see, for as long as most of us have been alive, business has believed it best to lead with our minds – and never the heart.

But I’ve just finished reading five new books that collectively prove our views of leadership are undergoing a profound change.

Insight from a Stanford University professor, the all-time winningest NBA coach, two geniuses of innovation and design, a Pulitzer Prize recipient and best-selling author – and one of Wall Street’s most respected CEOs – all provide a clear view of the future.  What they unequivocally show is that the way to excel in managing human beings in the 21st Century requires breaking away from traditional beliefs.

Drawing upon extraordinary personal success in addition to unimpeachable new research, they prove that authentically caring about the growth and well-being of workers – and ensuring they’re consistently made to feel heard, valued, supported and appreciated – already have become the truly differentiated practices of our best leaders.  The bottom-line conclusion from this collection of thought: having a great mind alone no longer can make you an effective leader; you also need an active and engaged heart:

MINDSET: THE NEW PSYCHOLOGY OF SUCCESS/CAROL DWECK

The traditional view in business is that people are born with a fixed amount of intelligence and talent; individual capabilities are firmly set in stone.

This idea, what Stanford University professor, Carol Dweck, calls a “fixed mindset,” influences workplace managers to leverage employees who quickly display natural ability – and to invest little time and resources seeking to develop all the others.

Benjamin Bloom, eminent educational researcher, studied 120 outstanding achievers in numerous fields – world-class athletes, mathematicians, concert pianists, et al – and discovered few of them were remarkable as children. They only revealed their capabilities once their training began in earnest.

Predicated on this and other remarkable research, Dweck blows up the long-enduring paradigm of human limitation.  She proves that a person’s potential is “unknown and unknowable.”  Regardless of talent, aptitude and IQ – people can greatly expand their abilities through effort, thoughtful coaching, and experience.

Dweck’s work represents a hugely expansive idea in business.  She shows that leaders who possess a fixed mindset greatly limit employee (and, therefore, organizational) performance.  Alternatively, when managers foster a “growth mindset,” they intentionally challenge, mentor, and nurture the development of their people knowing their future contributions will expand as they sprout new competencies.

ELEVEN RINGS/PHIL JACKSON

Widely considered the greatest coach in NBA history, Phil Jackson won a record 11 championships – 6 with the Chicago Bulls and 5 with the Los Angeles Lakers – and led his teams to victory in over 70% of the games they played.

Jackson was a standout college player, and won two “rings” as a player with the New York Knicks.  But once he was given his own teams to lead, he broke all the traditions of coaching professional athletes.

Read More

Why Your Personal Influence Is Far Greater Than You Ever Knew

Posted by on Feb 8, 2014 in Heart Leadership In Practice, Leadership, Wisdom From Other Authors | 0 comments

images“Setting an example is not the main means of influencing another, it is the only means.

Albert Schweitzer


Introduction:

Through a series of fascinating studies, Harvard-trained social scientists, Nicholas Christakis and James Fowler, have shown that human beings are profoundly influenced by the behavior of the people closest to them in their lives.

When we learn a colleague has voted, for example, we’re far more likely to vote ourselves.  When someone in our social circle quits smoking, eats too much in a restaurant, or is characteristically studious, we’re unconsciously persuaded to copy those same behaviors.

While the research proves something we may long ago have intuitively surmised – that we directly influence our friends and they influence us – Christakis and Fowler discovered that the true nature of that impact is far greater – and wider – than any of us may have imagined.

What you’re about to learn is groundbreaking information (not to mention incredibly interesting).  But it’s very possible that your behavior as a leader will be permanently and positively changed once you discover the full power of your own personal example.

Human Behavior Is Wildly Contagious

In what’s perhaps their most revealing study on influence, the two researchers sought to determine whether having an obese friend made people any more susceptible to becoming obese themselves.

To get their answer, Christakis and Fowler directed a team that painstakingly analyzed three decades of data collected from the famous, and still ongoing, Framingham Heart Study.  Dating back more than 50 years, 15,000 study participants – the residents of Framingham, Massachusetts – have visited their doctors every four years to have their key health indicators, including their weight, measured and recorded.  And before every check-up was finished, participants updated their list of family members, co-workers and friends.

By the time all the analysis was completed, the research team identified how 5,124 of the Framingham residents were connected, and linked them to over 50,000 friends, family and co-workers.

The study results were then published in the New York Times.  In a front-page article titled, “Are Your Friends Making You Fat?” the paper reported that the behavior of loading on pounds is highly contagious:

Read More

Three Stunning Leadership Trends That Should Give Hope To Workers Everywhere

Posted by on Dec 9, 2013 in Current Affairs, Heart Leadership In Practice, Leadership, Life Lessons, Wisdom From Other Authors | 1 comment

Heart & Mind“The future ain’t what it used to be.”

 – Yogi Berra

Directly or indirectly, the common theme expressed in everything I write is that our traditional ways of leading people in the workplace are failing.

We’ve seen employee engagement fall precipitously over a generation, and now have irrefutable evidence that it cannot and will not recover until we collectively adopt leadership practices that intentionally support the higher needs of workers – human beings.

My goal for each new article has been to further explain why leadership must change, and how some enlightened organizations and visionaries already are contributing to the creation of an entirely new, and far more effective model.

As we approach the New Year, I see it filled with promise.  It’s clear that our collective view on how best to inspire employee performance is fundamentally and irrevocably shifting.  What’s stunning to me is that it’s happening so fast.

To give you a new glimpse into the future of leadership, I want to share three profound trends that are building wave-like momentum in business.  A major transformation is underway and it’s largely being influenced by some noteworthy reversals in our thinking.

Read More