Greetings. Most of us enter the workplace as strangers, unless we were one of the founders of a brand new company or we joined an established organization where we already had a number of friends. As strangers we faced the challenge of getting comfortable, fitting in, and, we hope, making a difference. And our organizations faced the challenge of helping us to get comfortable, fit in, and, they hope, make a difference. But they also face the opportunity of quickly creating involved and committed team members. And if they understood the real power of strangers, they would be way more successful.
I remember the first day when I arrived to start a strategic planning project with a brand-new customer who was trying to figure out how to stand out in a very crowded marketplace. I was certainly a stranger there, except to the people who had interviewed and hire me. But as a consultant, I typically begin every assignment as a stranger, and one of my initial goals is to quickly understand the customer’s world as I build a set of meaningful relationships. I have a real advantage because my role gives me access to almost everyone, which isn’t the case for most new employees.
While I was waiting in the reception area prior to my first set of meetings, I met a young man named Jeff who was there on his first day to start a new job. After signing in, he was met by someone from human resources who gave him his employee badge and laptop and took him to his full-day new employee orientation—the first stop in what he hoped would be a long and successful career. And maybe it will be. But I recall seeing him several times in the weeks that followed—passing by his workspace, or running into him in the break room, on the elevator, heading out to lunch, or sitting at the back of the room during an “all-hands” meeting. Each time I asked him how things were going, and each time he gave me the same answer: “Okay, I guess, but I don’t feel very connected here. Maybe it’s just something that will take a while.”
“Kind of strange,” I thought to myself. I had found him, in our brief conversations, to be friendly and interesting, if somewhat reserved. But he had apparently been left on his own to accomplish the work he’d been hired to do—work that he might be uniquely qualified for but that certainly did not get at the heart of who he was and his full potential to make a difference. And I started wondering a few months later if he and his company had missed the chance to connect in some meaningful way, and whether we allow too many of our colleagues to become strangers in our companies and organizations. Strangers because we choose to treat them that way. This may not happen in every workplace, but it does in many of them, and especially in larger organizations where it’s easier to get lost in the shuffle.
I also thought about the reality that we don’t always find the time to let everyone know that they really matter. That we will never reach our full potential without them. That everyone’s job is just as vital to our success—no matter how long they’ve been here or what they do. And that everyone has a lot more to contribute to our success than simply going through all of the awesome stuff in their in-boxes.
And that in order to build organizations and cultures that can consistently innovate, collaborate, and bring real excitement to the customers we have the privilege to serve, we must find better ways to engage and inspire all of our people from the moment they arrive. And better ways to discover their real gifts and passions.
We win in business and in life when we make the effort to welcome and connect with, and learn from, all of the strangers who enter our lives on the lonely and awkward day when they arrive.