"Ask not what your company can do for you, but what you can do for each other"

Subtitle: A Reimagined 21st Century Take on JFK's Iconic Speech

?As a leader, are you familiar with the overwhelming sensation of burnout, juggling demands from above while simultaneously navigating the diverse needs and aspirations of your team? I've experienced this firsthand, leading teams with hundreds of members. It's a challenge I deeply understand.

?Equally, I empathize with our colleagues today who find themselves in a conundrum where accountability and authority are misaligned, rendering their work less fulfilling. Our colleagues feel like they are continually responding to demands from all sides giving them barely time to breathe. These reflections led me to contemplate John F. Kennedy's iconic speech and its relevance in our current professional landscape.

?If John F. Kennedy were to address the corporate world of 2024, he might adapt his timeless wisdom to fit our current challenges and opportunities. Envisioning such a scenario, this speech, crafted in part with the assistance of ChatGPT, offers a modern perspective on JFK's famous words:

?Ladies and Gentlemen, colleagues, and friends,

In this 21st century, the call of duty within our organizations echoes the timeless words of John F. Kennedy, yet adapted for a new era of collaborative culture: "Ask not what your company can do for you, but what you can do for each other."

Imagine a workplace not as a battleground for personal gain but as a community where giving precedes receiving, where the currency of exchange is support, and the dividends are mutual success. This is the heart of the Go-Giver philosophy, where we shift from a culture of taking to one of giving, from seeing ourselves as victims of circumstance to victors of change, and from harboring a fixed mindset to embracing one of growth and possibilities.

Here's the vision:

Teamwork as a Trust-Bond: Our collective strength is amplified when we move past the "I" and rally around the "we." The silos crumble, not through force, but through trust and a shared commitment to our common goals. It’s about uniting our efforts, where collaboration becomes the bedrock of innovation and trust.

Values in Practice: We enshrine our company's values not on walls but in our actions. We hold ourselves accountable to embody these principles, knowing that the true measure of success is not just in what we achieve, but in how we achieve it— with integrity, respect, and collaboration.

Managing High Expectations: We are tasked with significant roles and responsibilities, and with this comes high expectations. Let us approach these with a mindset that seeks alignment with our values, asking whether our processes and tools are enablers of our mission or obstacles to overcome.

In our daily engagements, let us be the architects of conversations that build, not barriers, but bridges. Let us come to the table with the question, "How can I support you?" and truly listen to the needs and contributions of each other.

When generosity guides our interactions, we create an environment where appreciation thrives over apprehension. It's in these moments that trust is forged, and a culture of giving becomes the hallmark of our organization.

As we stand on the precipice of change, let's embody this spirit of reciprocity. Let each of us be the curators of a culture that prizes giving as the path to true prosperity. This is not just a mantra but a strategy for creating organizations that are resilient, innovative, and truly great.

These words serve not as a call to action but as a commitment to transformation. It's about establishing trust as the foundation upon which great organizations are built. Let's embark on this journey together, fostering a workplace where everyone thrives, not just as professionals but as contributors to a greater mission.

Thank you, and let's continue to inspire and uplift one another in our quest for excellence.

Reflecting on this reimagined JFK speech, aided by ChatGPT, several insights emerge:

1. Teamwork as a Trust-Bond: The relationship between leaders and their teams is foundational. A culture of 'every person for themselves' leads to a fragmented environment, reminiscent of a 'Survivor' episode, rather than a healthy workplace. When forming a trust bond with a team, as a leader you may begin by asking, "what do you think is working well?" and "what could be better"?? You may even look to learn more about them by asking them during a 1:1, where you ask "tell me about the 3-4 life events that shaped who you are today?" (Source: Bob Tiede, co-author of Leading with Questions 3rd Edition).? The focus should be on asking questions and listening, which builds mutual trust and shapes a healthy and sustainable high-performance culture.?
2. Values in Practice: It's crucial that our actions day-to-day mirror our company's values. This means leaders and team members not only talking the talk but walking the walk and being accountable for their walk. Performance assessment should not only consider achievements but also what behaviors were exhibited to attain these achievements. As a leader, you may consider asking, "What values and behaviors do you see as being the core of our team's success?? What values and behavior's do you see as needing work?? What values or behaviors do we feel stuck - having tried to change unsuccessfully? And finally, "What do you think we need to change?".? These questions, beginning with the positive first, are core to understanding where your team is seeing your values in action. (Inspiration for questions: Bob Tiede)? The manner by which one attains success may be more important than the success itself.?
3. Managing High Expectations: The speech presents a detailed list of skills and qualities, underscoring the significant expectations placed on individuals. This necessitates a thoughtful examination of the burden on our team members. We need to ask critical questions: Where do our processes and technology help us to achieve our purpose and/or align with our values? Where do our processes or technological tools? hinder us? What do you think needs to change?? If a leader takes the time to listen and appreciate each person's answers, the leader may find their eyes opened to strengths/weaknesses she/he had not seen before and solutions she/he had never considered.

My Final Thoughts… Making TRUST part of your culture and strategy

Finding the sweet spot in any exchange is about balance. In the world of business, one-sided transactions don't foster growth; they lead to stand-offs. Lately, I've observed that our dialogues have become like boxing matches—with everyone in their respective corners of the ring, ready to pounce with demands. This only creates a sticky, adversarial, vicious cycle.?

So here's a thought: let's change the narrative. What if we entered conversations not by laying out our lists of wants, but by asking questions, such as "How can I support you?" or "What do you think?". It's about offering help and seeking input, giving the conversation room to breathe, and genuinely listening to the feedback. This is not limited to people leaders or individual contributors - but an approach everyone can take!?

When we approach interactions with a spirit of curiosity and generosity, it sets a different tone. There's less room for friction and more space for appreciation—even when the gestures aren't flawless, the intent behind them can be appreciated and serve to build trust.? The cycle is now reversed from vicious to virtuous!? I am certain most would agree that trust is at the core of all successful relationships and the best organizational cultures.? This approach is an example where all of us can be the "curators of the culture".?

The contemporary take on JFK’s words serves as a reminder: our role at work transcends receiving; it's equally about giving. It is this dynamic that helps build and establish trust, which serves as the foundation of great organizations.

Special thanks to those who helped contribute to this article through inspiration and/or edits!

Bob Burg Bob Tiede James Lackey Stan Miller Aubrey DeLong David L. Casey