Mike Hohnen

You just need to learn one thing. They need to say to themselves every time they go into a meeting or a group or whatever it is they're going. Connection before content. That's the mantra. Connection before content. Don't barge into a meeting and say, this is what we need to do and this is how we're going to do it. No, no, no, no, no, no.

You just need to learn one thing. They need to say to themselves every time they go into a meeting or a group or whatever it is they're going. Connection before content. That's the mantra. Connection before content. Don't barge into a meeting and say, this is what we need to do and this is how we're going to do it. No, no, no, no, no, no.

Whether it's with a group or whether it's one-to-one or whatever it is, take the time to connect. I see managers who get it and I see managers who don't get it. And the managers that get it, they follow this base. I don't know if you've come across it, but there's something called the Team High Performance Model, which is a lovely Drexler-Sibit model. It's a lovely model of it.

Whether it's with a group or whether it's one-to-one or whatever it is, take the time to connect. I see managers who get it and I see managers who don't get it. And the managers that get it, they follow this base. I don't know if you've come across it, but there's something called the Team High Performance Model, which is a lovely Drexler-Sibit model. It's a lovely model of it.

Which basically states that, you know, you start off with why, who, what, and then you get to how. And then you start building the action plan and all the rest of it. But the foundational piece that needs to be put into place in all these situations is the why, the who, and the what. When we do something, when we, engagement, when we do something, we want to understand why we're doing it.

Which basically states that, you know, you start off with why, who, what, and then you get to how. And then you start building the action plan and all the rest of it. But the foundational piece that needs to be put into place in all these situations is the why, the who, and the what. When we do something, when we, engagement, when we do something, we want to understand why we're doing it.

It's a key driver. I mean, even Nietzsche talked about this. You can resist, you know, whatever was it he said, you can bear any pain as long as you know why. And so taking the time to make that clear, what is the purpose of whatever it is we're trying to do? And then... What I think is completely neglected the whole way around is this concept of social contracting.

It's a key driver. I mean, even Nietzsche talked about this. You can resist, you know, whatever was it he said, you can bear any pain as long as you know why. And so taking the time to make that clear, what is the purpose of whatever it is we're trying to do? And then... What I think is completely neglected the whole way around is this concept of social contracting.

So whenever we get together with other people, we need to, as managers, we need to scan this room and say, these people here in the room today, do they know each other already? Okay, well, then that's one thing. No, there's Joe over here. He's actually new to the crowd. Okay, that means it's going to take us 10 minutes later, but we now need to make sure we bring Joe into this conversation and

So whenever we get together with other people, we need to, as managers, we need to scan this room and say, these people here in the room today, do they know each other already? Okay, well, then that's one thing. No, there's Joe over here. He's actually new to the crowd. Okay, that means it's going to take us 10 minutes later, but we now need to make sure we bring Joe into this conversation and

bringing up today introducing so we spend some time massaging that and if i sometimes i've been working with a top management team for a hotel and we're planning an opening whether they come together as a new group and then i can spend a whole weekend

bringing up today introducing so we spend some time massaging that and if i sometimes i've been working with a top management team for a hotel and we're planning an opening whether they come together as a new group and then i can spend a whole weekend

on that because i get them to do what i call life maps i get them to share where they're coming from what they're doing and what their experiences and all of that and once i've got that in place then the rest of the work just goes it just flies because there's no resistance no guardedness no all of that's gone there's a sense of camaraderie and trust and an openness

on that because i get them to do what i call life maps i get them to share where they're coming from what they're doing and what their experiences and all of that and once i've got that in place then the rest of the work just goes it just flies because there's no resistance no guardedness no all of that's gone there's a sense of camaraderie and trust and an openness

And I think, Johnny, I want to follow up on something that you were asking. So what does one do? And I think the other thing that we don't really understand enough in depth is how important the sense of belonging is to our engagement. Feeling that you are part of the team, feeling that you belong, feeling that you are accepted by the others is such a strong driver in our own engagement.

And I think, Johnny, I want to follow up on something that you were asking. So what does one do? And I think the other thing that we don't really understand enough in depth is how important the sense of belonging is to our engagement. Feeling that you are part of the team, feeling that you belong, feeling that you are accepted by the others is such a strong driver in our own engagement.

And it's really interesting. The scientists say that when you scan people's brain and you see what happens to their brain, if they experience physical pain, then one part of the brain lights up. And it's the same part of the brain that lights up when people feel they don't belong. It's bloody painful to not belong. But we take shortcuts like that the whole time and don't ensure that.

And it's really interesting. The scientists say that when you scan people's brain and you see what happens to their brain, if they experience physical pain, then one part of the brain lights up. And it's the same part of the brain that lights up when people feel they don't belong. It's bloody painful to not belong. But we take shortcuts like that the whole time and don't ensure that.

We talk about diversity. Visually, it's diverse, but actually, are we encouraging the discussion? For me, this leadership aspect is this thing of trying to keep together what is by nature inclined to separate those and split up and separate those. There's a constant piece of work that needs to be done. And it never stops. You have to do it every day. You have to keep it together.

We talk about diversity. Visually, it's diverse, but actually, are we encouraging the discussion? For me, this leadership aspect is this thing of trying to keep together what is by nature inclined to separate those and split up and separate those. There's a constant piece of work that needs to be done. And it never stops. You have to do it every day. You have to keep it together.