Strong leaders create fewer fractures. When I started working on this topic many years ago, I found that the fewer fractures, the stronger the leader. This is also true for individuals, teams, and companies. Anyone can strengthen the connections that we find in every workplace.

I started using this example below when discussing connections to yourself, others, and the organization.

“Imagine an invisible thread of electrical impulses that runs within yourself and connects you to others. Some of these electrical threads strengthen you or your connection to others. Some of these threads fracture these connections. Your behaviors will cause the threads that tie to your authentic self to strengthen or fracture the connections. This is this spirit that creates strong leaders and employees at work.”

My three-part model helps strengthen these invisible connections through the actions you think and take.

Here’s a brief description of the three parts. If you want to learn more, take a look at the course that you can click on below.

1. Have Actionable Behaviors That Set Up the Framework for How You and Other Individuals Will Interact

   These are words that define how you want the team to connect. They are adjectives that describe how to talk with each other and how to handle difficult situations. The measure of success in this element is how well you or your team members use these behaviors to handle difficult situations.

2. Make Your Words and Actions Match Throughout the Day

   Aligning words with actions helps to build trust and authenticity. People who value making their actions match their words bring cohesion to a team. An individual or even a team who says they choose to interact with each other in a friendly or helpful manner can create cohesion or fractures by how they choose to respond. Problems will always arise in the workday. The intersection for connectivity depends on how each individual chooses to respond.

3. Don’t Judge Others or Yourself as Good or Bad/Wrong or Right.

   Connectivity is related to a sense of self. When people feel they are doing a bad job, they tend not to integrate into a system and may lose a sense of value to the team. If an individual feels bad or wrong when they make a mistake, they will feel devalued. In this system, some individuals are good, and some are bad. Other individuals are right, and some are wrong. This up-and-down motion of value creates instability within the team. Judging the value of individuals pulls people backward—looking for people to blame. Groups that recognize the inherent value of all team members find a greater sense of stability. They can move forward, trying to find a solution and fix the problem.

These three behaviors work together as a connectivity system for you or your team. Integrating these behaviors into your workday creates greater cohesion in how you do business. It also builds trust. As with any system, these parts are complex and might require some practice; however, they can be handy tools in your interpersonal toolbox to help bring your team together in connectivity.