In life, there will be setbacks, maybe even huge ones that dash our hopes and derail our plans. They cause us to question what’s wrong with us. Thoughts like, “Why me?” and “Poor me!” can overwhelm us.
It’s natural to feel this way once in a while, but how we deal with that adversity can make a huge difference in our lives. If we look around us, we will find people who have overcome great obstacles. They can become role models in challenging times.
When leading a team of any size, sharing our passion for our vision and strategic direction is vital. A leader must get everyone engaged and focused on achieving the team’s goals and taking the necessary actions to realize them.
At the same time, we cannot afford to believe we know all the answers. We must not become insulated from new thinking or ideas about how to improve.
Fresh insights can come from a variety of sources, both inside and outside our team. We must be willing to listen and apply what we learn.
How many times have we heard the expression “you can’t see the forest for the trees?”
I have worked with managers, including chief executives, who stuggle to see the big picture and keep consistent focus on their overall goals and business strategy. They become so immersed in day-to-day operations that they don’t take time to sit back and view the landscape.
Most managers like the details; it’s what they know best. But when they don’t monitor how individual actions are fitting into the accomplishment of their overall goals, they may lose sight of their strategic vision.
As with so many things in life, balance is important.
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.