Jim McCann, Relationships, Leading Organizations

October 24, 2024 Groops Team

October 24th, 2024

NOTICING AND WONDERING

This week in my Motivation class at Harvard, we were lucky enough to have Jim McCann, the founder and Chairman of 1-800-Flowers come to class and talk about how he built a leading, global e-commerce company over the course of 40 years and what shaped his success.

Without a doubt, he said relationships.

Because we are hardwired for connection and social by nature, relationships determine outcomes whether it is in the personal or professional realm. Jim spoke very eloquently about how to build a culture, starting with one flower shop and scaling to a global company.

Jim is a social worker by training - before building Flowers (as he lovingly calls it), he spent years running a group home for boys and working as a bartender. The way he views people has not changed and is rooted in psychology.

In therapy, the relationship is the vehicle of change. In business, relationships are the vehicle of growth.

The way he led the group home is not so different than the way he leads a global, tech-based company. No wonder he has so much success because no matter what industry, he puts people at the center.

He said:

Focus on building strong relationships - within your organization and outside of it (customers, community, stakeholders)
Set goals and track them
People need rules / structure - think values, mission, vision, clear expectations, and well-articulated group norms
Pay attention to who is playing by “the rules” (or group norms) and reinforce the positive behavior through acknowledgement (he calls this Kulture Kudos)
Have a plan but remain flexible and evolve over time

Aside from feeling grateful for this serendipitous new friend I made, I step back and study Jim as a successful leader and someone I want to emulate.

I notice that the way Jim approaches the world is genuine, smart, direct, and quick-witted, which culminates into a relationship-building superpower. He has a way with people and can both talk about the nuances of leading a global organization while maintaining a levity and humor that is approachable and disarming, especially given his level of success. He has a way of both holding authority while neutralizing power to invite people to the relational table.

I wonder how Jim so eloquently holds the needs of the business and of the people doing the business. I wonder, what can we learn from Jim’s leadership style? I wonder how to operationalize what Jim seems to do so naturally, to train the less natural leaders and help them learn these skills so that their teams feel and function their best.

If you want to learn more about his approach, read his new book, Lodestar. He co-authored it with Dr. George Everly, another leadership wiz from Johns Hopkins University and super cool person.

A QUOTE TO THINK ABOUT

A DEEP-ish QUESTION (or Three)

How do relationships influence your success in personal and professional settings?
What steps can you take to work on yourself as a leader and build genuine connections?
How can you balance the needs of your business with the needs of your people?

SOMETHING TO TRY

Here are actionable steps to try:

Schedule regular one-on-ones with team members or colleagues to foster deeper, more meaningful relationships.
Clarify and communicate your organization’s core values and mission to ensure everyone is aligned and knows what is expected.
Practice active listening by asking open-ended questions and showing genuine curiosity in others' ideas and concerns.
Set aside time for self-reflection on your own leadership style and areas for personal growth.
Be adaptable in your planning, allowing room for flexibility and quick pivots when challenges arise.

CASE CONSULTATION

Question: My team seems disconnected and unmotivated. How can I build stronger relationships without overstepping boundaries or seeming too personal?

Dr. Bobbi: Great question! Building relationships in the workplace can sometimes feel tricky, especially when trying to balance professionalism with personal connection. But remember, relationships are key to team success. Stronger connections foster trust, collaboration, and motivation. Here are some steps you can take to bridge that gap while maintaining professionalism:

Start small and consistent: Relationships don’t develop overnight. Begin by regularly checking in with your team members in a casual, low-pressure way. Example: “How’s everything going with that project you’re working on? How can I / our team support you?”
Find common ground: Pay attention to personal and professional interests that naturally come up in conversation. Use these to create authentic connections. Example: “I noticed you’re passionate about X—let’s chat about how we can incorporate that more into your role.”
Create opportunities for collaboration: Shared projects build natural opportunities for teamwork and connection. Example: “Let’s tackle this project together and use each other’s strengths to make it a success.”
Respect boundaries: Stay observant of cues and understand that not everyone may want to build a deeper connection, and that’s okay. Respect individual comfort levels.
Be genuine and transparent: Being authentic in your efforts to connect goes a long way. People appreciate openness and genuine interest in them.

Remember, relationship building takes time, and ebbs and flows. Hope this helps!

ANNOUNCEMENT

Due to popular demand (YAY!), we are launching a second cohort of Groops for Emerging Coaches / Coach as Leaders! Join yourself, or if you are an HR leader / business leader, send high potentials / emerging leaders to increase self-awareness and development as a leader grounded in coaching.

Our next cohort will meet (virtually) on: Tuesdays @ 5-6:30pm ET on 11/5, 11/12, 11/19, 12/3, 12/10, and 12/17.

Groop 1: What is Psychology-Based Coaching and Unpacking Your Why
Groop 2: The Fundamentals of Motivational Interviewing and Your Values as a Coach
Groop 3: Readiness for Change and Your Personality as a Coach
Groop 4: Assessment and Your Default Leadership Map
Groop 5: Stages of Coaching and Practice
Groop 6: Building an Action Plan and Practice