March 13, 2025
Human leadership and technology are prevalent and often intertwined topics for today’s leaders and, frankly, the world. Interestingly, technology and leadership share a common requirement that is mandatory for their most effective connection.
Connection in the technology world or the human world requires connection to energy to power it. The power that drives connections to an energy source is needed is a power source. Connection In the technology world, connection to power sources and the right connections are required to operate effectively, and this can be a complex process. In leadership, that energy comes from connections with people. People connection is much more complicated than a plug-in or call to our power company or IT people or a restoration of power. It is multidimensional and crucial to our species—survival and leadership effectiveness.
Sometimes, connection challenges are unforeseen crises; they come out of the blue’.Do you remember where you were and what you were doing on March 13-2020?
Connection challenges can be a power outage, like turning off employees, the economy, or leadership, or sometimes connection challenges come from unforeseen crises. They go out of the blue. Do you remember where you were and what you were doing on March 13, 2020? In case history is not your thing or you have repressed the event, Five years ago today was the day the mandated COVID-19 shutdowns closed down the world. We all learned how a lack of connection felt.
‘Effective leaders are intentionally committed connectors, especially when facing many challenges in our ever-changing social, political, and economic landscape. Leadership author Brene Brown writes, ” Connection is the energy between people when they feel seen, heard, and valued.” In the Leadership Challenge, James Kouszes writes, “To best lead people into the future, you must connect with them deeply in the present. “John Maxwell emphasized the importance of connection by making it one of the 21 Irrefutable Laws of Leadership. Connection is a vital part of the human experience. We are hard-wired for Connection to be part of something in order relationships. These connections are not static; they must be built, nurtured, and maintained in unforeseen challenges. This can be seen in all levels of leadership. Whether a leader of one’s family, church, school, local coffee shop, or multinational Connection is crucial and sadly in short supply in all these sectors today. Susan S. Freeman, in Why Connection Matters for Leaders, writes According to Wikipedia, the Connection is “a relationship in which a person, thing, or idea is linked or associated with something else.” This directly relates to a fundamental leadership skill: the ability to connect. Everything a leader does requires a connection. Vision, strategy, and execution require Connection. Getting things done through people requires Connection. Connection with others is the springboard for co-creating results. Leaders who fail to connect rely on a directive, authoritative style to drive results. Although this can produce short-term action, it is not sustainable.”
“Everything a leader does requires a connection.”
Susan Freeman
An effective leader’s leadership practice comprises a choice of core values, purpose, motive, mindset, and content skills unique to the context of one’s leadership. Connection is a crucial content skill. It can be learned and continually developed to lead and serve effectively.
Sadly, Connection is still a significant concern for us leaders, as noted in the Gallup workplace report The Post-Pandemic Workplace: The Experiment Continues Jim Harter and Ben Wiger of Tuesday, March 11, 2025, on the effects of the pandemic on engagement .” he pandemic wreaked havoc on U.S. workplaces, creating lasting challenges that leaders continue to navigate. After years of improvement, employee engagement took a turn for the worse in 2021. By 2024, the percentage of employees who are engaged at work fell to a 10-year low. Gallup’s measure of employee engagement includes 12 essential employee needs that are worth taking a look at for any leader today.
One of the elements that has dropped the most is employees knowing what is expected of them at work…. In 2019, 55% of employees fully knew what was expected of them. This number plummeted when the pandemic hit and fell to a new record low in 2024 (44%). Another driving force behind declining engagement was employees feeling less connected to their organization’s mission and purpose. Today, only 30% of employees feel connected to their company’s mission/purpose. A record low he index shows that in 2019, 60% of employees were thriving, but by 2024, that number dropped to 50% .”
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Clearly, Leaders today face a power shortage at best and, at worst, a power drain. These concerns require leaders to choose to develop systems of connections that are constantly and intentionally monitored. Connection is a crucial leadership content skill in any context, especially given the shock waves of the pandemic recovery and currently uncertain, unpredictable leadership at all levels.
Thursday’s Leadership Insight Leadership: A Post-Pandemic Point To Ponder: Are You Better Connected Since Covid? Connection is an essential leadership content skill at any time, especially now in this context. The current state of disconnection in the workplace is reported. How does this lack of connection in Technology affect leadership connection, and what does connection look like in leadership? Seven intentional strategies for building, maintaining, monitoring, and adapting connections are shared.
What Connection Looks Like in Leadership
John Maxwell highlights in the Law of Connection from the 21 Irrefutable Laws of Leadership that connection is, emphasizing that leaders must “touch a heart before they ask for a hand.” This means connecting with employees on an emotional level, understanding their needs, and inspiring them through passion rather than just logic. Mark Miller advocates for servant leadership, where leaders prioritize helping their team members achieve their goals, thereby fostering a culture of mutual support and growth. Brené Brown underscores the value of vulnerability as a strength in leadership, encouraging leaders to be open and honest to build genuine connections. Jeff Henderson stresses Relational Leadership: He advocates for leaders to prioritize relationships over results, arguing that strong connections lead to better outcomes in the long term. He emphasizes authenticity and empathy as critical traits for connected leaders.
Three Parallels Between Technology and Leadership Connection for leaders to consider in building strategies.
Power Source: ( Value People) In technology, devices need power; in leadership, the leader builds a connection with valued people as the power source that energizes those they lead and serve.
Cords (Relationships): Faulty cords, such as disengaged employees or uncaring leaders, disrupt connection and lead to a lack of connection to technology.
Monitoring (Engagement): Technology requires constant monitoring to detect power loss and ever-present cyber threats. Technology also maintains a backup for dealing with threats. Leaders in their practice must regularly monitor their “connection” with teams to prevent burnout and disengagement in their organization. Leaders build backup reserves of connections. They must be aware of the community, the market, the economy, and today’s political threats that threaten their reserves outside of their organizations.
Seven Strategies to Build and Sustain Connection
1. Choose a mindset of connection.
A leader’s number one superpower is choice. The number one person any leader must develop and monitor continuously is themselves. A choice to establish a connection mindset starts with a personal belief in the worth and value of all in the organization and a commitment to build people up and get things done. This belief leads to an intentional plan of action to connect with as many people as possible on any day. Using followers ‘ names in any discussion is a simple yet powerful, respectful practice.
2. Be curious about more than work projects in your follower’s lives.
Getting to know those you lead and serve creates a connection. Jeff Henderson, in his book FOR, writes that leaders should “Ask how they are doing before you ask what they are doing. This awareness of the factors influencing those you lead and your genuine human response to them builds connection.
Mary Barra, CEO of General Motors, is known for her emphasis on personal connections. Some of her approaches include:
Scheduling regular skip-level meetings to connect with employees at various levels
Taking time to learn and remember personal details about team members
Sending personalized notes of recognition and appreciation
3. Listen and ask to learn and connect.
Those you lead want to know they are valued and listened to. The key is to remember that effective listening requires reshuffling from L I S T E N to S I L E N T. Curious silence and observation demonstrate respect and understanding, which build connections.”Remember, ask = A. Always, S. Seeking, K. Knowledge, and pause to allow for a response, Affirming and confirming others’ thoughts.
Howard Schultz, former CEO of Starbucks, was known for his ability to connect with employees at all levels. He transformed Starbucks by focusing on creating a positive work environment and connecting with employees. He introduced comprehensive health insurance and stock options for part-time employees, fostering a sense of belonging and loyalty. This connection-driven approach helped Starbucks become a global brand with a strong corporate culture.
4. Be as transparent as possible.
. These Uncertain, unpredictable times, and leaders don’t have all the answers. It is crucial to reinforce we are all in this together. Followers want a leader who is imperfect like them and connected to them. Challenges provide those opportunities
Brené Brown, a leadership researcher and author, emphasizes the importance of leaders showing vulnerability to build trust. Some ways leaders have done this include:
- Sharing personal stories and challenges
2. Admitting mistakes and discussing lessons learned
3 , Being open about their growth areas
Kindra Hall, in a recent Business Story Telling video blog, Balancing Vulnerability and Professionalism, offers leaders practical advice on sharing their stories. Hall suggests two questions. One, am I comfortable being remembered for this story, and two, will my sharing this story help someone else?
5. Connect with intention inclusively to monitor and respond as needed
Intentionally connecting with everyone provides insight into connections and different perspectives. One friend of mine, a retired superintendent, shared he walked around a three-story district office daily to connect with everyone. Seeking connections across age, gender, and racial groups will be a rich source and resource for the organization.
Marc Benioff, CEO of Salesforce, has focused on creating a strong sense of community and shared purpose. Some initiatives include:
1. Implementing the 1-1-1 model of corporate philanthropy, donating 1% of product, equity, and employee time to charitable causes
2. Organizing volunteer activities for employees to participate in together
3 Hosting family-friendly company events to connect beyond work
People will forget what you said. They will not forget how you made them feel. “
Maya Angelou
6. Celebrate and socialize
Taking the time to order lunch for a department or get together for coffee will grow connections. Remembering anniversaries and birthdays or graduations builds key connections. It is also important to remember that attendance at weddings is very good, but attendance at wakes and, if possible, funerals is mandatory. A leader’s attendance at these events is always remembered and builds connections. Maya Angelou often said, “People will forget what you said. They will not forget how you made them feel. “Any experienced (old) Leader will understand and probably has been on both sides of these events.
7. Communicate Vision Clearly: Be the Chief Repeating Officer. Practice over-communication. communicate, communicate, communicate Act by aligning individual roles with the broader organizational vision to inspire purpose and commitment.
John Maxwell, during the Maxwell Executive Leadership Podcast #5: 3 Questions Every Follower is Asking About their Leader, noted three questions all followers ask of their Leader.
1. Can you help me?
2. Do you care about me?
3. Can I trust you?
These three questions create a base of leadership reflection to monitor and guide any leader’s plan and continual process of connection.
Brené Brown aptly notes, “Connection is the energy between people when they feel seen, heard, and valued.” Leaders who prioritize connection—through authenticity, empathy, and intentional practices—can transform their teams into high-performing units while cultivating a culture of trust and innovation. The seven strategies above can be applied to the exact ways the technology department, cable company, or power company manages power for connection.
The Leadership Questions for you are
1. Where are your concentration levels
2Whch of the seven strategies above will you choose to apply to plug in, monitor, maintain, and build a reserve to tap into the power of connection