Too often leaders focus on tactics to build a business rather than the people who are the business. If left unchecked, business activities can demand all of a leader’s time and attention rather than spending it with the people who make the business happen. While tactics are important, they are not the primary way to grow a business, people are. When something is not working, the problem is generally connected to people, not tactics. They may not know or remember their goals. They may have lost sight into their contribution or purpose. Remind them. Serve them. Value them.
Josh Lowry2nd Watch
0 comments 143 readsPosted on 2013-12-11
0 comments 268 readsPosted on 2013-12-08
Everyone needs praise. It is hardwired into us. Praise triggers the release of chemicals in our brains that causes us to feel pleasure. Praise reinforces the right thinking and behavior in others. In addition, everyone has insecurities from time to time about their standing or performance within a company. It is easy to feel that people do not know how good you are. The key is that you cannot wait for someone’s approval to continue to do good work and raise the bar. If you need a pep talk, get one. If no one is around, give yourself one. Ultimately, it is your responsibility to do great work.
0 comments 229 readsPosted on 2013-12-08
The cloud creates business agility for companies. Agility means having the ability to move easily and quickly to capitalize on changing business environments. Companies that cannot move fast to respond to competitive or market opportunities are at a huge disadvantage. For example, it can take an average of 10-18 weeks for IT to provision a new server within the enterprise. If you are the VP of Marketing, 10-18 weeks is a lifetime and creates a significant opportunity cost. What if you could provision the same server with the cloud in minutes? That is agility.
Moving easily and quickly also means having the ability to try new things or do the same things in a different way. Recently, the director of infrastructure at a large company in the Seattle area told me that the cloud enabled them to “fail faster.” That is, to try a lot of internal experiments without the fear or consequences of failure. The net effect was that it created a culture of innovation within the...
0 comments 508 readsPosted on 2013-12-08
The best leaders make goals emotional for people. They know that if a goal is not working for a person, they are not emotionally connected to it. Making goals meaningful creates the persistence, energy and drive necessary to achieve results. For example, delivering 30% growth becomes meaningful when it is linked to buying a new house for your growing family. Remember, people do things for their reasons, not yours. Everyone is motivated differently. Leaders must understand what motivates each person and then emotionally connect organizational goals to personal goals.
0 comments 225 readsPosted on 2013-12-07
“Managers help people see themselves as they are. Leaders help people see themselves better than they are.”
- Jim Rohn
Coaching people to realize their full potential (see themselves better than they are) requires tension – stretching the person being coached. Consider fishing. To land a big fish, you need tension on the line. If the line goes slack, you have lost it, but if you pull too hard, you risk losing it. When coaching, you will lose the other person with inconsistent engagement (letting the line go slack). You also risk losing them if you lose your patience and law down the law too often (pull the line too hard). Gentle, but continuous tension via dialogue and trust helps people develop and grow.
0 comments 135 readsPosted on 2013-12-07
If you want people to listen to you, recognize them when they do something right. Recognition is the acknowledgement of achievement, merit, service, etc. Recognition is a great motivator. Recognition gives people a reason to listen when you provide constructive advice, coaching and feedback. If people know that they will be recognized for doing things right, as well as correcting mistakes and making adjustments, they will be more open to listening to you and taking action. Leaders should always balance coaching and feedback with positive recognition and reinforcement.
0 comments 363 readsPosted on 2013-12-05
It is not a matter of if things will go wrong at work, it is a matter of when. How you react to them sets the tone for being a winner or loser; victor or victim; leader or follower. When issues arise, leaders work to address them. When problems occur, leaders work to solve them. When you enjoy challenges and helping people, you do not have bad days at work. Always doing right by the company and serving people with excellence creates energy, reward and satisfaction. Remember, circumstances do not determine choices; choices determine circumstances. Attitude matters.
0 comments 209 readsPosted on 2013-12-05
“The ultimate leader is a person who is willing to develop people to the point that they eventually surpass them in ability and knowledge.” – John Maxwell
No matter how effective and efficient you are as a leader, there is only 24 hours in a day. In today’s fast moving market, everyone from clients, employees and partners needs something yesterday. To make the greatest contribution to the company and its people, having the time to consistency do the right things is critical. How then can leaders better scale themselves across the organization? By creating multiple avenues of communication; by getting direct managers out of the office and into the field; but most important, by developing other leaders to multiply their efforts.
Leaders who develop followers grow their organization one person at a time. Leaders who develop other leaders multiply the growth of their organization. For example, if you add ten followers, you have the power of ten people. If you add...
0 comments 265 readsPosted on 2013-12-03
According to Herb Kelleher, the former Chairman and CEO of Southwest Airlines, “The business of business is people; yesterday, today and forever.” In fact, while leading Southwest Airlines, Kelleher created a company culture where employees, customers and shareholders – in that order – were the priority. He believed that if you care for, honor, protect, respect and reward your employees, they will treat each other well and in turn, they will treat the company’s customers well. Thus, happy employees create happy customers and happy customers create happy shareholders.
Why did Kelleher put employees first? From an ethical and morality perspective, it was the right thing to do. From a business perspective, Kelleher knew that tangibles could be purchased; e.g., all airlines have airplanes. However, the intangibles were more difficult for competitors to replicate. While culture is difficult to define, you know it when you see it. Outside of compensation, psychic...
0 comments 667 readsPosted on 2013-12-02
“The business of business is people.” – Herb Kelleher, Chairman and CEO, Southwest Airlines
While leading others in an honor, it begins with an obligation. First, to develop yourself. The more you develop and grow yourself, the more value you can add to the organization and its people. Second, to develop other people. The more you develop and grow other people and help them realize their full potential, the greater their contribution and performance. Remember, in good times and bad, it is people that drive companies forward. Leaders cannot retreat or retrench to success. Leaders must lean in and move toward success by valuing the people who will take them there.
Culture brings a company, organization or team to life and sustains its direction, especially in early and growth stages. To fulfill their obligation, leaders must be totally committed to development and growth. As in all areas of business, there is an existing gap between knowing what is right and...