The Connective Way
1. DO WHAT’S BEST FOR THE CLIENT.
Do what’s best for the client, even if it’s to our own short-term detriment. Put their needs ahead of our own. There’s no greater way to build a reputation than to steadfastly do what’s right for others. Every day.
2. THINK AND ACT LIKE AN OWNER.
We are in this together. This is our company and our team. Make decisions by asking yourself, “Will this help our company succeed?” See the big picture. Take responsibility, both formally and informally, to coach, guide, teach, and mentor teammates. The best way to influence others is to walk the talk and be the change you want to see.
3. DELIVER LEGENDARY SERVICE.
It’s all about the experience. With every experience, do the little things, as well as the big things, that surprise people.Make every interaction stand out for its helpfulness. Create the “WOW” factor that turns clients and teammates into raving fans.
4. TREASURE, PROTECT, AND PROMOTE OUR REPUTATION.
We’re all responsible for, and benefit from, the Connective image and reputation. Consider how your actions affect our collective reputation and be a proud ambassador for the company.
5. DELIVER RESULTS.
While effort is important, our clients expect results. Follow-up on everything and take responsibility to ensure that all tasks get completed. Set high goals, use metrics to track your progress, and hold yourself accountable for achieving those results.
6. THINK TEAM FIRST.
Don’t let your own ego or personal agenda get in the way of doing what’s best for the team. Put in maximum effort on difficult assignments. Be willing to step into another role or help a teammate when that’s what’s required for success. Be kind and encouraging. Help each other to succeed. Enjoy helping each other win.
7. WORK SMART.
Be obsessive about organization. Be organized and plan your work for efficiency. Be thoughtful about your schedule, and have a game plan for your calls and your workday. Focus on actions that drive the most impact. Resist the destructive temptations of “Busy Work” and “Analysis Paralysis.” Simplify. Remove unnecessary rules and streamline processes.
8. LOOK AHEAD AND ANTICIPATE.
Solve problems before they happen by anticipating future issues, planning for contingencies, and addressing them in advance. Preventing issues is always better than fixing them. Look for opportunities to be proactive versus reactive).
9. TAKE OWNERSHIP OF YOUR DUTIES.
Take personal responsibility for making things happen. Respond to every situation by looking for how we can do it, rather than explaining why it can’t be done. Be resourceful and take initiative. Don’t wait to be told what to do and don’t make excuses or wait for others to solve the problem. Show grit and see issues through to their completion. Responsible behavior earns trust and freedom.
10. TAKE PRIDE IN QUALITY WORK.
Demonstrate a passion for excellence and take pride in the quality of everything you touch and everything you do. Have a healthy disdain for mediocrity. Good is not good enough. Always ask yourself,“Is this my best work? Is this the reputation I want with my team? Are myactions moving me from good to great?”
11. EMBRACE CHANGE.
What got us here is not the same as what will get us to the next level. Get outside your comfort zone, rather than stubbornly hanging on to old ways of doing things. Be excited by the possibilities that change and growth bring.
12. WORK ON YOURSELF.
Be a lifelong learner. Seek out and take advantage of every opportunity to gain more knowledge, to learn and master skills, and to become a greater expert. Be resourceful about learning and sharing best practices. We never lose; we win, or we learn. Have the courage to seek feedback in order to grow.
13. ACT WITH INTEGRITY.
Demonstrate an unwavering commitment to doing the right thing in every action you take and in every decision you make, especially when no one’s looking. Tell the truth. If you make a mistake, own up to it, apologize, and make it right.
14. EMBRACE CONNECTIVE PROCESSES.
Adapt to Connective processes and support our ability to perform with consistency. Strong processes are the foundation of organizational effectiveness.
15. TAKE ACTION WITH A SENSE OF URGENCY.
Time kills deals. Respond to questions and concerns quickly, whether it’s in person, by phone, text, slack, or e-mail. This includes simply acknowledging that we got the question and we’re “on it,” as well as keeping those involved continuously updated on the status of outstanding issues.
16. INVEST IN RELATIONSHIPS.
Get to know your candidates, clients, and teammates on a personal level. Understand what makes others tick and what’s important to them. Strong relationships enable us to more successfully work through difficult issues and challenging times. If something must go unresolved, take the high road and move on.
17. BE EASY TO WORK WITH.
Find ways to make working with you/ us easier. Provide simple and complete instructions. When in doubt, do more rather than push the work back to others. Be ridiculously helpful. Be kind. Have empathy and look for ways to make someo¬ne else’s job easier.
18. SHOW MEANINGFUL APPRECIATION.
Recognizing people doing things right is more effective than pointing out when they do things wrong. Look for reasons to extend meaningful acknowledgment and appreciation — in all directions throughout our organization.
19. LEVERAGE STRENGTHS.
Identify what you naturally do well and leverage these strengths to reach your full potential. Look for things your teammates, candidates, and clients do well, tell them what you think their strengths are, and help them utilize those strengths to succeed.
20. HONOR COMMITMENTS.
Do what you say you’re going to do, when you say you’re going to do it. This includes being on time for all phone calls, appointments, meetings, and promises. If a commitment can’t be fulfilled, notify others early and agree on a new deliverable to be honored.
21. GET CLEAR ON EXPECTATIONS.
Create clarity and avoid misunderstandings by discussing expectations upfront. Set expectations for others and ask when you’re not clear on what they expect of you. End all meetings with clarity about action items, responsibilities, and due dates.
22. LISTEN GENEROUSLY.
Listening is more than simply “not speaking.” Give others your undivided attention. Be present and engaged. Minimize the distractions and let go of the need to agree or disagree. Suspend your judgment and be genuinely interested in understanding their reality, rather than jumping to conclusions. Above all, listen to understand. Accept feedback graciously.
23. SPEAK STRAIGHT.
Speak respectfully and honestly in a way that helps to make progress. Say what you mean, and be willing to ask questions, share ideas, give feedback, or raise issues that may cause conflict when it’s necessary for team success. Be courageous enough to say what needs to be said. If it’s important, address issues directly with those who are involved or affected. If at an impasse, escalate.
24. ASSUME POSITIVE INTENT.
Work from the assumption that people are good, fair, and honest, and that the intent behind their actions is positive. Set aside your own judgments and preconceived notions. Give people the benefit of the doubt.
25. PRACTICE BLAMELESS PROBLEM-SOLVING.
Demonstrate a relentless focus on solutions, rather than pointing fingers or dwelling on problems. Identify lessons learned and use those lessons to improve ourselves and our processes so we don’t make the same mistake twice. Get smarter with every mistake. Learn from every experience
26. MANAGE YOUR EMOTIONS.
Maintain calm and poise, especially when you feel your emotions getting the best of you. You have the power to choose your attitude even when things don’t go your way, and that attitude is contagious. Choose to be optimistic and enthusiastic. Recognize the difference between small and big problems and respond accordingly. While our passion for excellence is real, remember that the world has bigger problems than the daily challenges in our work. Stuff happens. Keep perspective. Don’t take things personally or yourself too seriously.
27. COMMUNICATE TO BE UNDERSTOOD.
Learn from every experience. Know your audience. Write and speak in a way that they can understand. Avoid using internal lingo, acronyms, and industry jargon. Use the simplest possible explanations.