It has been my experience that people make a huge difference in business. Their attitude, their understanding of where you want to go, and their willingness to help you get there can be your greatest assets. As a manager and leader, building strong relationships with your team is critical.
I recently was asked to share my thoughts on deepening relationships with the Building Champions team. Here are the principles I passed along to them:
Remember the old acronym K.I.S.S., or “Keep it Simple, Stupid”? This saying still makes a lot of sense today.
Business can be complex, and that complexity only seems to be increasing. Local, state, and federal regulations create challenges. We are bombarded with media, social media, and an overabundance of consumer research. Financial requirements, legal advice, vendor agreements, tax laws….all of these crowd our minds and demand our time.
If you are managing and leading people, the increasing degree of difficulty in getting the real work done can be overwhelming. This is when it is necessary to step back, take a breath, and determine the simplest solution.
Recently, at a roundtable meeting we hosted for CEOs, Coach Barry Engelman offered the group six powerful “C” words that leaders should keep in mind as they start 2011.
Barry has graciously permitted me to share these words with you, and I’ve added my own thoughts as well. I believe that all leaders can use a good dose of “Vitamin C” for the New Year.
If you are in business, then it’s a guarantee that you will encounter difficulties or tough times. Stuff happens that is unplanned and unexpected. Some challenges are big. Some start out small, and quickly escalate. Some challenges can be of our own making, and some may be the result of external changes.
In many ways, success in business is about learning to manage through the difficult times.
When tough times come along, we need to focus our energy on what we can directly impact, and learn to cope with the obstacles we can’t change. Many of our challenges relate to managing people. We must direct and lead our teams to overcome the obstacles we face.
It is always worthwhile to get out of your office and spend time talking one-on-one with the people you are counting on to perform.
This is especially true in challenging times. Engage those that make things happen day in and day out, and take the pulse of your team.
When times are tough, you may tend to believe that you have to do it all. This mindset can get you so bogged down that you become less able to inspire others and build confidence. You can’t do it all by yourself, but with proper direction, support and encouragement, your team can really step up.
Fully informed employees make a huge difference in your company’s performance. They are your competitive edge. Engage them as a vital part of the team, using every tool at your disposal to communicate what’s working and what can be improved.
This is especially true during challenging times that test the organization. The more managers and employees know, the better they can respond to customers and confront competitor challenges. Frequent and straightforward communication — whether through e-mail, town hall meetings, or face-to-face meetings – will help you attract and retain the right people.
Jerry Baker began his career in the management development program at Ford Motor Company, later became a manager of budgets and analysis for Northrop Corporation, then furthered his management development as Deputy Director for the California Department of Commerce when Ronald Reagan was Governor.
He advanced through senior management ranks at Countrywide Financial, becoming Managing Director. He then became Chairman, President and Chief Executive Officer of Fleet Mortgage Group, a public company. Jerry joined First Horizon in 1998, holding several senior executive positions before becoming President and CEO of First Horizon National Corporation and First Tennessee Bank.
As a member of the Board of Directors Jerry helped to refocus, develop, recruit and lead the company through a tumultuous period. Under his leadership the company had nearly 10 years of double digit growth in returns.