Leadership isn't rocket science. Creating the conditions for business success is actually pretty basic: be clear about where you are going and why; define what success looks like and track performance; make sure all of your key people on the same page; don't "wing it" when it comes to important decisions; ensure that every single employee knows how they fit in the big picture and what they are supposed to be doing; create a process for providing on-going performance feedback; hold people accountable for results (including yourself); be careful about who you hire and put in supervisory roles; provide extensive training and support; never stop communicating with your customers; and make sure everyone shares in the success of the business but also feels the pinch of nonperformance.
As we wind down another year, I thought it would be useful to share some best practices I have observed over the years by leaders who tend to end every year on a high note:
I am regularly flabbergasted by the number of professional people I interact with who think it is okay to just miss meetings and/or deadlines as it suits them. This is especially true when it come to philanthropic or voluntary responsibilities. I do my best to give people the benefit of the doubt and understand that they can be stretched way too thin, but after awhile, why should this be anyone's problem but their own. Whatever happened to personal responsibility? We are all busy. We are all striving to find work-life balance. Life is about making choices and establishing priorities.
As I've covered many times in previous blogs it becomes less and less and about you working harder or having all the answers and more about you diligently asking the right questions and letting others guide you. You need to become an expert question asker and never miss an opportunity to interact with all employees in this manner. There are seven question that when asked on a regular basis will encourage your people and ultimately the company as a whole to learn and grow:
I've heard many leaders tell me they always wait to do something until the last minute because they perform best under this type of pressure. Sounds like a bit of rationalization to me. I know that when I procrastinate on something it's not because it is the best way to work - it is often quite the opposite. I just don't want to do whatever it is because I view it as drudgery, am unsure how to proceed or I'm not sure I'll be pleased by the outcome. I cannot imagine any scenario where purposefully putting yourself under time pressure until the last minute makes any sense.
In small business settings once you get past the obvious knowledge and competency screens, success decisions are most often a matter of personal choice.
Great book worth reading by every business leader – How The Mighty Fall
I just wish he published more often…
Five Stages of Decline:
- Hubris Born of Success
- Undisciplined Pursuit of More
- Denial of Risk and Peril
- Grasping for Salvation
- Capitulation to Irreverence or Death
“The concept of hubris is defined as excessive pride that brings down […]
It seems like almost every day we read online or in print media about another famous person or business leader who commits self-sabotage. It’s almost as if they can’t help it. There is something about success which turns certain people against themselves. You would think getting to the top of the mountain in life […]
Because of my line of my work I am fortunate to spend time with many successful people and study and research the topic even more. One theme that runs through of my experience/research is that financial success (while important) is not the primary driver of an individual business leader’s success. It is more of an […]
If you employ people, the reality is that employees will come and go. It is extremely rare that someone will take the entire business journey with you (or that you should want them to). A good company still experiences 10-15% turnover each year. One of my old bosses once told me that "The only certainty he had was that he was there at the beginning and would be there until he sells out or hands off the reigns to someone. More than likely, just about everyone else will come and go at some point. All you can do is strive to maximize the mutual benefit of the employer-employee relationship while they are here. You want to create an environment where good people want to stay, but accept the fact they will eventually leave, often for reasons beyond your control.” At the time I thought this was a bit cynical, but I see his wisdom more clearly many years later (Note: I left).