A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here.

If you were sitting in Starbucks and heard the following from a man and a woman you couldn’t see, what would your reaction be?

If we can get every business in the world to adopt a global problem, get slightly smaller businesses to adopt a national problem, get smaller businesses still to adopt local problems, then we can get on top of pretty well every problem in the world.

Snicker at their naiveté? Wonder how they would monetize the idea? Drool a bit over the enormous trove of data they would have? Maybe give some thought on how you could get into the action?

Not that you would admit those thoughts in public.

But in the end, you would probably just shrug and write them off as a couple of idealistic dreamers who were unlikely to get anywhere with ideas like that.

Why?

Because they didn’t sound as if they had the passion, the drive, the pure grit, to pull off a truly world-changing idea.

All these scenarios are predicated on the assumption that the people talking were just people.

Would the fact that you were eavesdropping on Richard Branson and his daughter, Holly, cause you to change your assumptions?

Probably.

(Click to read more about Branson.)

Image credit: HikingArtist

Thirty-odd years ago when what most people think of technology were young and the Digital Generation was barely started Bill Gates and other experts raved about how that generation would revolutionize the world because they would all grow up programming.

The assumption was that most anyone with a computer would learn to program, because that was the nature of the beast.

Many others disagreed saying that just because someone drove a car didn’t mean that person wanted to work under the hood.

Turned out the latter group was correct.

Few people, whether their careers or their pleasures, depend on computers and the Internet have a clue as to what is actually going on—nor do they particularly care.

But for those of you who have a bit of curiosity as to what happens when you click ‘send’ I offer the following video; and if you already know watch anyway.

You’ll appreciate the skill it took to make something opaque so transparent.

Way back in 2006 Tom Rath wrote a book called Vital Friends, in which he discusses the vital role friends play in our overall health, happiness and well-being.

“A vital friend could halve your chances of dying of heart disease; speed healing; and reduce your chances of getting cardiovascular disease, osteoporosis, arthritis, Type 2 diabetes, Alzheimer’s, and certain cancers.”

Now fast forward to 2012 where for many loneliness is rampant in spite of having dozens, hundreds or even thousands of Facebook friends and a similar number of followers on Twitter.

The isolation that is a hallmark of loneliness impacts people at work; after all, human emotions can’t be turned on and off like water faucets and some researchers are finally focusing on that.

Executives and managers might be surprised to learn that employees who have best friends at work are seven times more likely to be engaged in their jobs — and, if they have at least three vital friends at work, 96% more likely to be satisfied with their lives.

Loneliness is easily fixed, unlike depression (they are not synonymous)—all that is required is a friend.

This is important to you as a manager, since loneliness affects productivity and creativity.

What can you do?

• Encourage better communications.
• Provide an avenue for your people to connect in a relaxed atmosphere, whether at work or a more social get together.
• Create a buddy system as part of your on boarding efforts.

But the most important action you can take is to pay attention to your people and not assume the problem will fix itself.

Flickr image credit: zedbee

Phil Gerbyshak over at Slacker Manager quoted an interesting statistic. He said that “7% of employees leave their managers because they didn’t say good morning.”

In the conversation that follows, Roger says, “I have always been of the ilk that I don’t always say “Good morning” to people in the office. I have felt that once a week is good enough… However, this is probably just a reflection of what feedback I personally need. As a manager I have to think that others are different and have different needs.”

I worked for a guy like this. Oh, he said good morning and was a really nice guy, but he didn’t understand that our needs differed from his.

Most of us are like that to some extent. We see the world through our own MAP and unconsciously make the assumption that others see it the same way.

This is especially true with regards to people we’re close to, such as family, or with whom we’re friendly, such as team members, peers, colleagues, even bosses.

Think about it. How many times have you recommended a book or movie only to have the person ask you why in the world you suggested it; or introduced two people you really liked only to find that they can’t stand each other.

My old boss didn’t care about pats on the back, positive feedback or congratulations when he accomplished a critical piece of the sales process. It’s not that he wouldn’t do it, but he just didn’t think of it on his own.

I still remember one time that I closed a really big deal. He was out of the office, so I put the paperwork dead center on his desk where he couldn’t miss seeing it. He came back mid-morning, but it wasn’t until I went to his office, asked and he congratulated me—but when you have to ask, it has no value.

And even when he did say the right thing it was obvious that he didn’t know why he was saying it. It wasn’t that he didn’t mean it, he did, but he never really understood why it needed to be said.

So more important than saying the right thing; saying it at the right time; or honestly meaning it; is taking the time to learn and understand why you’re saying it.

Image credit: flickr