Archive for February, 2010

Doing the Right Thing

February 22nd, 2010

For years I’ve made it a prac­tice to talk to as many employ­ees as pos­si­ble. They need to know what’s work­ing and what’s not, and to feel they are an inte­gral part of the organization.

I have always encour­aged employ­ees from day one to embrace the idea that we all need to work hard in order for the com­pany to be suc­cess­ful, and that we need to work together because team­work makes the job eas­ier, more fun and more productive.

Scale

When you and your team are work­ing hard and work­ing together, you should be guided by the prin­ci­ple of doing right by cus­tomers and team mem­bers every day. There is no com­pro­mise with integrity. You must do what you say you will do, every time.

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Expect Hard Work and Teamwork

February 15th, 2010

Rowing TogetherAny degree of suc­cess or achieve­ment requires hard work.  Work­ing hard is cru­cial, espe­cially in an increas­ingly com­pet­i­tive busi­ness envi­ron­ment.  There is no need to apol­o­gize for it.

At the same time, every job or posi­tion fits within a con­text where team­work is the essen­tial glue.  The entire team must work hard, and they must work together.

With­out team­work, orga­ni­za­tions become dys­func­tional and lose their com­pet­i­tive advantage.

The guid­ing prin­ci­ple for hard work and team­work is always to do right by your cus­tomers and employ­ees. There is no com­pro­mise for integrity or for doing what you say you will do, every time.

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People Make All the Difference

February 8th, 2010

No mat­ter what busi­ness advan­tages you may have, it’s your employ­ees that make a last­ing dif­fer­ence.  Being prof­itable, reward­ing stake­hold­ers or share­hold­ers, and meet­ing or exceed­ing the expec­ta­tions of cus­tomers are all essen­tial com­po­nents for long-term busi­ness sur­viv­abil­ity.  Your peo­ple are the ones who make all that happen.

Full body isolated portrait of young business man

In order to per­form at their best, your team must be empow­ered, encour­aged, coached, given clear direc­tion, rewarded appro­pri­ately and always treated with respect.  At the same time, putting peo­ple first doesn’t mean that you should ignore per­for­mance issues.  Employ­ees are not auto­mat­i­cally enti­tled to their employ­ment, and you should expect them to aim for a high stan­dard.  Just remem­ber that your employ­ees are your best com­pet­i­tive advantage.

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Leadership and Service to Others

February 1st, 2010

Helping HandWhat place does ser­vice to oth­ers have in a dis­cus­sion about leadership? 

There’s a quote from Zig Ziglar that I first heard in the early 1970’s.  I looked it up to make sure I had it right:  “You will get all you want in life if you help enough other peo­ple get what they want.”  I have cer­tainly found this view­point to be true in sales, but it is also rel­e­vant in man­ag­ing and lead­ing others.

I was reminded of ser­vice to oth­ers recently when I heard a min­is­ter address the con­gre­ga­tion and on the sub­ject of lead­er­ship.  He ref­er­enced the book of Acts, and the idea that lead­er­ship was about ser­vice and servi­tude as a fun­da­men­tal tenet.  As I thought about it fur­ther, ser­vice alone seemed incom­plete.  It needed a broader con­text or framework.

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