When leveraging employees outside their normal function, there is an implied “quid pro quo.” Leadership requires you to create and communicate the appropriate WIFM to ensure commitment and follow-through.
Adam’s article focuses on several fundamental areas of importance for the millennial generation.
However, one thought at the top of the article in particular stood out to me. Adam says he was asked the question why he would join a company like LinkedIn. His response,
“…when I was asked why I joined the company, I would tell them that it had always been true that success in business was based on what you know and who you know. LinkedIn was just the modern incarnation of that powerful fact.”
What a great quote. It captures the essence of business perfectly. We all know that relationships are the keystone to success.
Great article, awesome read:
Interesting article Bill, great points with some sound advice for leaders at all levels. From the article:
1. Start small. Within your sphere of influence. Within your team.
Every day, make sure you’re asking your team three questions:
• “What’s holding you back from getting more done?”
• “What bottlenecks or barriers can I remove for you?”
• “What resources, tools or processes would help you move as fast as you want to?”
The full article:
Bill Jensen’s Article
Great Article by Karie. She’s 100% right. Today’s leaders are pulled ever thinner and simply can not commit to long, deep relationship building with more than one or two “protégés.”
By creating short term stretch assignments for key talent, you can maximize not only the leaders time, but also the return on the interaction.
How much time and effort do we invest in our ‘B’ and ‘C’ employees? What could we accomplish if we spent half that time working with our ‘A’ players? How many of those ‘A’ players would we retain? Best line from the article:
“Star performers need training and coaching, too — and as the global war for talent continues to heat up, organizations need to step up and deliver the goods.”
Very interesting article. Most organizations are still holding on for dear life to the old command and control model. What they fail to recognize is that the old model is being replaced by openness, transparency and empowerment.
The Build Network posted an article the other day on the Business Insider’s site detailing their thoughts on Lincoln’s strategy for handling setbacks. It was a great article and highlights that motivation, team building, accountability and talent development are not new issues. They have been around for a long long time. (Link to the article below)
The main point I took away – the same methods Lincoln used are some of the same we teach today and do in fact work.
- How many times have you heard – “Before you send out that email, wait 24 hours and re-read it?” Don’t send something out in haste, there maybe bigger implications than you can consider in the heat of the moment.
- How many of us have heard or told a story similar this to teach emotional awareness:
A man is sitting on a train after a long day at work. He’s had a terrible day and just wants to sit and read his paper in peace. Next to the man are a father and his two children. The two children are jumping and playing, causing a small ruckus. The first man tries to ignore the commotion and continues to read his paper, however the kids just continue to get louder and louder. After about 20 minutes, the man can’t take it any more. He turns to the children’s father and says, ‘Sir, can you please control your children and ask them to settle down and lower their voices. Some of us here are trying to unwind from a very long day at work.’ The father turns to the man and immediately apologizes, ‘I’m so sorry sir, we didn’t mean to cause any issues. See, we are on are way home from their mothers funeral. This is the first time I’ve seen them happy in days, so I figured I would let them enjoy this little break from reality.’
We tell this story to make a point. Several can be derived, however I think in this context, it helps illustrate the same point as Lincoln and Carnegie understood.
Overall – great article – I highly suggest the read!
I love Jeffrey’s insights. The link below is to an article he posted a few weeks ago, it’s a great read. He makes two very salient points I would like to discuss.
Often times we drive ourselves crazy focusing on things that we can’t control, while at the same time ignoring behaviors completely within our control.
Jeffery points out two of those things in his article: having a positive attitude and personal pride. As you read the article, think about yourself. Do you focus on the uncontrollable, or do you focus on bringing a positive attitude to everything you do with personal pride?
ABOUT THE AUTHOR
Jeffrey Gitomer is the author of The Little Red Book of Selling. President of Charlotte-based Buy Gitomer, he gives seminars, runs annual sales meetings, and conducts Internet training programs on selling and customer service at www.trainone.com. He can be reached at 704/333-1112 or e-mail to email@example.com © 2009 All Rights Reserved – Don’t even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer • 704/333-1112