Real leaders know that they can’t fight every battle.
But their values are crystal clear long before they are faced with critical decisions. So when a situation demands it they don’t hide, cower or flock…
This post honors the stands of a REAL LEADER that spent several years working overseas.
- Offered solutions: By reminding peers and executives that they could SIGNIFICANTLY decrease expenses, and increase efficiency, effectiveness, customer retention and revenue by holding people accountable to policies that were already in place.
- Spoke the hard truth: By pointing to the root cause of issues instead of agreeing with popular thinking that only treated symptoms.
- Maximized the resources he had: By playing to his strengths and the strengths of his team and leveraging old assets he kept expensive and critical operations running for nearly an entire year without a budget.
For years I’ve been asking executives and hiring managers what their biggest challenge is. At least 90% of the time I get the same answer: “People.” That comment is quickly followed by an explanation about how hard it is to find enough qualified and caring people to do the work.
It is interesting to note that some titled leaders are so desperate for people that they hire anyone that can “fog a mirror” which often results in skill gaps and behavioral issues that can damage their culture and reputation and stunt their growth.
Other titled leaders hold so tightly to a specific checklist of requirements that they miss hiring a stronger applicant that has the passion, drive and emotional intelligence to take their department and organization to the next level.
Often their decision to wait a long time to fill a needed position adds stress to their teams, and doesn’t guarantee a cultural fit, the drive or the fresh perspective that instigate growth.
If your organization is struggling to find smart, caring, committed people that will improve your culture, your service and your reputation then consider this.
A few years ago my husband and I moved to a new city in a new state.
Shortly after our move we began visiting churches. (In all of our other moves we visited one church and kept coming back.)
- This time we decided that we wanted to know what all of our options were before we joined one.
- And if we liked some of what we observed we attended more than once.
That decision quickly became a fascinating opportunity to observe towering strengths, glaring weaknesses, powerful vision, synergy or the lack of it – and a whole lot more!
Our observations apply to workplaces too!
…Which one sounds like your organization?
A few years ago I sat down and made a list of the most important lessons I’d learned in leadership and in life – so far.
Recently I found myself wondering about others numero uno leadership lessons, so I posed this question on Social Media.
These were some of the answers I received:
This week is customer service week! In honor of the big week I introduced a 3-part mini-series of blog posts:
- The first focused on the external customer and asked the question, “Can great customer service be taught… To anyone?”
- The second focused on the internal customer and emphasized how organizational growth is limited or unleashed when employees interact with each other.
Today’s post is about two thoughts that spark my creative fire. Two separate thoughts from different sources that consistently make my cells jump up and down, Thoughts that make me dream of building uncommon solutions with others that are bigger and better than I could ever imagine on my own…