Read Real Leaders Don't Boss Online
Authors: Ritch K. Eich
Real Leaders Don't Boss (23 page)
Thompson established excellent working relationships with the other commands at the Pentagon, too, because he recognized the importance of communication and collaboration, both so critical to the effectiveness of any mission or task. He transformed his organization by upgrading the talent and promoting a team attitude. He fostered an approach in which each participant was a team member and, as such, had a share in ownership of the outcomes. Everyone did his or her best as a result. Admiral Thompson's teams exemplified great skill, trust, strength, and accomplishment.
Human capital is a precious resource that cannot and should not take be taken for granted, and certainly should not be wasted. If it is, sooner or later business performance suffers. Amid the sound and fury of today's everyday workplace,
some businesses and their leaders forget this human capital is the driving force behind their business success. They take for granted the community and team of employees that bring leadership visions to life.
Fred Meijer, former CEO of Meijerâtoday located in several Midwestern statesâwas an extremely wealthy, powerful member of the area business community. Nonetheless, he remained humble, unassuming, and very caring and compassionate. He also was a member of the Butterworth Hospital board of trustees and often would arrive early at board meetings in order to distribute coupons for free ice cream cones to hospital employees.
Rather than taking employees for granted, it is essential to recognize and give back. The need for praise and recognition is inherent in human nature. It is ingrained in us, and it is important for leaders and companies to recognize and act on that fact. An acknowledgment for a job well done or for initiating a new idea can go a long way toward motivating and positively reinforcing outstanding work, whether by an individual, team, or community.
Bill Walsh, legendary San Francisco 49ers football coach, was not revered simply because his teams won NFL championships and Super Bowls or because he was considered an innovative football genius. According to former all-pro quarterback Steve Young, Walsh could “see the future potential of another human being.”
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Times may be tough economically, but real leaders understand why now, especially, is the best time to reward employees. Sure, everyone would love a pay raise. But that simply may not be possible for many companies in tough economic times. However, tough times are not a license to disregard employee accomplishments. Rather, they may be the best times to give your staff a lift. Make a big deal of the fact that profits have remained steady during the recession (That
is
a big deal!) or that the company team working together nabbed an important contract.
Consider involving yourself in carefully planning a strategic special event. That does not mean simply throwing a party. It does mean that as a leader, it is your responsibility to seriously sit down and decide the goals to be accomplished with the eventâhonor top performers, for example, or launch a new marketing strategy, or, with the help of your team, introduce new products or services in the community. Done rightânot necessarily extravagantly and employing a set agendaâa special event can strengthen a company's mission, solidify its corporate culture, and enhance pride in the organization.
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All these factors are essential to sustainable growth. In lieu of a specific agenda, an employee appreciation dinner or lunch can be significant to let your people know that you are thinking of them and are grateful for their service.
Special events can send a positive, powerful message to employees and to the community, too.
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The message of an outward-focused special event can:
Instill a renewed sense of confidence and morale among employees, customers, board members, suppliers, investors, and the media.
Enhance an organization's reputation.
Mend “broken fences” that may have been knocked down during the past years of financial upheaval.
Restore and reinforce core values, meaningful traditions, and desired behaviors of the corporate culture.
Share the company's valued history, traditions, and key messages.
Raise community consciousness and influence public perceptions of the business.
Make a meaningful, positive statement about the company's future.
Present a unique opportunity for the CEO and the executive leadership team to chart the direction of the business (and report on the company's long-term health).