Photo by Riccardo Annandale on Unsplash

People Are Our Greatest Assets

By Craig Johns

There is nothing more beautiful than teaching and coaching people. The immense pride and enjoyment you get out of seeing someone grow is supported by the benefits you receive by teaching and coaching. You learn more about yourself, you tend to reflect on your own habits and routines, and you provide an opportunity to learn new ways of doing things.

“People learn the most when teaching others.”


As a CEO or leader you have a huge responsibility to not only prepare your people for their work, but also prepare them for life. More than just teaching skills, you have an obligation to teach them to find and understand their purpose. Once people understand their purpose, you then have to work with them to connect it with the purpose of the company and the work they are completing.

People Are Our Greatest Assets

People are the only sustainable thing in an organization or a team. The New Zealand All Black Rugby Team’s win-rate over the last 100 years is over 75 per cent. It’s a phenomenal record, and an achievement matched by no other elite team, in any code, around the globe. However, in 2004 the All Blacks weren’t in a great place with team culture issues, low morale, disjointed purpose and declining performance.

“Better people make better All Blacks – but they also make better doctors and lawyers, bankers and businessmen, fathers, brothers, and friends.”


The team management and senior players came together and decided that they needed a fresh culture, where individual character and personal leadership were emphasized. They developed a new mantra, ‘Better People Make Better All Blacks’. This resulted in a remarkable turnaround with the team achieving a win-rate of just over 90%, and two Rugby World Cup’s, since 2004. They literally ‘swept the sheds’ and turned the focus to ‘leaving the jersey in a better place’.

There is nothing more rewarding than teaching people to become better than ourselves. Many CEO’s and leaders are afraid of the people they work with becoming better skilled, better leaders and better people than they are. It’s all about ego, and they need to realize that way of thinking is hindering the progress of both the company and themselves. As a CEO and leader, you need to learn how to create a mindset where you are proud of people growing above you, rather than being afraid of it.

“Understanding this responsibility creates a compelling sense of higher purpose. It’s a good lesson for us all: if we play a bigger game, we play a more effective game.”


When people are buying a product, they are looking for an emotional connection, rather than a material connection. Your people are at the heart of creating the emotional connection the buyers crave. It is important that you create an environment where your people are passionate about selling an experience, a new way of doing something, a feeling or a dream. As they say, ‘people sell, not products’.

People Are Our Greatest Assets

People are more interested in the ‘why you are doing’ rather than ‘what you are doing’ when it comes to joining your community, purchasing a product or doing a deal with you. Why did the company begin, why does it act and interact in the way it does, and why do your people turn up every day? Your people need to be aligned in the collective purpose of the company, be passionate about the purpose, and live and breathe it every day.

“Give a man a fish; feed him for a day.
Teach a man to fish; feed him for a lifetime.”


Enjoyment and happiness are the number one retention tools in the world. For people to enjoy their work and be happy in the workplace, they need positive relationships, purposeful work, opportunities to learn and grow, and have some ‘skin in the game’. Forget a tunnel-vision focus on the bottom line and profit aligned productivity, and begin focusing on creating an enjoyable and happy place, that people love turning up to every day.


Appreciation and recognition drive the human spirit. Confidence and self-esteem are some of the most vulnerable human characteristics. We often look for the negative things, those that aren’t going right and focus on them, rather than emphasizing the great things people are doing. If you are always focusing on the negative aspects of your companies or peoples work, you are not going to develop trust and the loyalty of your people.

“Tell me and I forget,
teach me and I will remember,
involve me and I will learn.”


Look at ways you can reward and recognize the efforts of your people, more often. This helps to build confidence and self-esteem, especially if you can create an environment where people feel appreciated for their work, while also learning how to improve in areas that need attention. Remember, without confidence it is impossible for people to perform at their best. Just watch a tennis tournament.

Your people are your greatest asset. Take the time to communicate with your people, listen to them, and ask questions that improve their understanding, and bring them closer to the purpose of the company and what they want to achieve in life. Find ways to reflect on how you interact with your people and seek new ways to communicate more effectively. You have a great responsibility!

“If you think in terms of a year, plant a seed;
If in terms of ten years, plant trees;
If in terms of 100 years, teach the people.”


Remember, people are our greatest assets.


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Are Leaders Born? Link
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Be A rookie


By Craig Johns

Have you got a rookie or two? Imagine a workplace that is filled with employees and teams who are full of energy, enthusiasmcuriosity and an inner drive for gaining a competitive edge. Is that yours?

All businesses and organisations want innovation, creativity, productivity and forward progress. But, many leaders stifle their team member’s abilities through the processes, daily habits and environment they create. So how do you create a culture of curiosity, wonder, learning, creativity and inspiration?


In an ever changing world ‘it’s not what you know, it’s how quickly you can learn’. The more experienced you are as a leader and your team members are, the higher the likelihood of complacency, reduced productivity and a feeling of we already know how this business works.

Do you ever feel jealous when new employees join your organisation full of zest, inquisitiveness and desire to make an immediate difference?

The number one predictor of impact in a business or organisation, is productivity. As leaders we need to be continually ‘changing things up’, providing a culture of forward-thinking and inspiring creativity at all levels of the business or organisation.

Do you ever feel jealous when new employees join your organisation full of zest, inquisitiveness and desire to make an immediate difference? You wonder how they have so much energy, eagerness and why they ask so many questions, even challenging what is working well! You don’t have to wonder, you too can channel the energy of the Rookie!!!


Many leaders and managers feel frustrated with Rookies, more commonly known as new employees on their team, as the feel they are a short-term burden and at times a pest. They feel that the time it takes to train and invest in them is holding them back on current projects and immediate priorities. So, are leaders missing the point when we live in a constantly changing and evolving world?

I think so. If we take a look at people with experience, many tend to become stale and predictable, they stop seeing new possibilities and exploring new paths, and they are less likely to seek new perspectives. Due to habits performed over time, they tend to create several blind spots that hinder their growth as well as those they are leading or managing. (Wiseman, Unknown) It doesn’t have to be this way and there are a number of great examples of businesses and organisations, such as Apple, Google and Virgin, that are really effective at bringing out the Rookie in their team members.

“If we take a look at people with experience, many tend to become stale and predictable, they stop seeing new possibilities and exploring new paths, and they are less likely to seek new perspectives.”

Photo Credit: Kaye Asavathanachard

Before we go into some strategies to develop successful ‘Rookie culture’ businesses or organisations, let’s first understand what usual practices impede an innovative and creative environment. According to Wiseman (Unknown) excessive meetings, criticising ideas, rule overload, resisting change and punishing failure are common ways that leaders effect Rookie’s spirit and creativity.

  • Excessive meetings – stifle progress, discourage Rookies, limited time for brainstorming or new ideas, experienced push their agendas, Rookies not invited to share ideas
  • Criticising ideas – Rookies need time and space to try new ideas. Constant criticism will lead to Rookies becoming disillusioned and a loss of productivity
  • Rule overload – Rookies bring fresh ideas and rules will stifle and prevent new, creative ideas
  • Resisting change – resisting organisational change will show Rookies that ideas are either not welcome or aren’t good enough to succeed previous successes.
  • Punish failure – will lead to people operating in a safe place within the status quo.

As leaders we have to kick ‘mediocrity’ in the butt, and utilise the positive attributes of our Rookies and enhance our business or organisation culture, across the board.


Rookies tend to be more alert, move quicker and work smarter due to the significant knowledge or skills gap they face. They are primed for knowledge environments where change is occurring quickly, speed of tasks is crucial and innovation matters. However, according to Wiseman (2014) “they’re not well-suited for tasks that require technical mastery or where a single mistake is game-ending”.

Top performing Rookies are alert and seeking, cautious and fast, hungry and relentless, and unencumbered. On the reverse side, low performing Rookies feel invincible, have something to prove and can go into autopilot. When we compare this to experienced team members, the top performers simplify and clarify, they are agile and persistent, and are resourceful. Low performing experienced team members also feel invincible but are hindered by defending a reputation, questioning their own ability and are threatened by the new kids on the block. (Wiseman, 2014)

Photo Credit: TRIMag Asia

Leaders tend to underestimate the capabilities of Rookies and therefore delegate them mundane, easy and simple tasks when they first start in a role. Why not put their eagerness, energy and enthusiasm to play and allow them to make a difference right away? It provides a great opportunity to develop trust, build their self-esteem, feel part of the team and an opportunity to learn, whether they are successful or fail. They don’t necessarily need to be managed, “they need to be put in the game, pointed in the right direction, and given permission to play” (Wiseman, 2014).

Jon Gordon (Unknown) notes that “Rookies aren’t tainted by rejection, negative assumptions or past experiences. Rookies don’t focus on what everyone says is impossible”.  They tend to “put their head down, work hard, stay positive, live fearlessly and are naïve enough to be successful”. Rookies have a belief that anything is possible and there are no obstacles that are too difficult to navigate. “They bring an idealism, optimism and passion to their work”, and will proactively seek out knowledge, advice and support to make something happen.

They don’t necessarily need to be managed, “they need to be put in the game, pointed in the right direction, and given permission to play” (Wiseman, 2014).


How do we stop the cycle of mediocrity and complacency and bring out the Rookie in all team members, including you as a leader?

Kelley & Kelley (2012) believe that a leader’s job is not to teach our team members creativity, but to help them rediscover their creative confidence. As a child we have a “natural ability to come up with new ideas” and we aren’t afraid give them a go. Through age, our experiences and self consciousness can lead to falling into safe comfort zones as we develop fears that hinder our progress. A leader has the power to reinvigorate team members, and give them the confidence and courage to bring out their creative juices. Kelley and Kelley (2012) suggest leaders should develop strategies to assist team members to overcome four fears that hold most people back:

“fear of the messy unknown, fear of being judged, fear of the first step, and fear of losing control”.

Leaders need to nurture team members in a way that supports an environment of growth and thriving, while helping team members overcoming fears that inhibit them. We need to create ways to reward failure, not just success and reserve punishment only for inaction. As Thomas Sowell once said, “It is amazing how fast people learn when they are not insulated from the consequences of their decisions”.  Team members must understand that learning beats knowing every time, and that progress is a result of wonder and curiosity. Bill Gates believes, “success is a lousy teacher. It seduces smart people into thinking they can’t lose”. So let’s give our team members the permission to fail and to screw up, so we open their minds up to new ideas.

Liz Wiseman (2014) was her most creative and productive, not from having fresh ideas, but from having no ideas at all. She explains that “when you know nothing you’re forced to create something. When you’re a Rookie, you’re also a pioneer. You’re out there on the frontier without confidence, so you have to focus on the basics. You end up operating very lean”. If we look back to when we were a child we liked to have fun and ask all types of questions, including quite a few silly ones. Levitt and Dubner  (2014) identified that “kids are also relentlessly curious and relatively unbiased. Because they know so little, they don’t carry around the preconceptions that often stop people from seeing things as they are.”

Photo Credit: Sudanong Samantarat (Lek)

What should we do with those team members who spend every day talking and planning about what they are going to do but never do anything, or those are caught up in the ‘good old days’, complain about the way things are and are resistant to change? Should we ask them to leave, move them to a new department, demote them or even fire them? “Rookies don’t have experience. They don’t know about the way things were. They have no knowledge of the good ole days. Instead Rookies create their good ole days right now.” (Jon Gordon, Unknown)

As leaders we need to enable team members to use their experience to provide the business or organisation with expertise, and at the same time catalyse their Rookie mindsets to bring out optimism and passion in the work they do. Team members need to be inquisitive, utilise the knowledge of their networks, act cautiously but with speed, be hungry for results and relentless in the pursuit of new frontiers. We need to inspire our team members so they are pumped up for any opportunity, spread excitement across the business or organisation, have relentless pursuit and aren’t afraid of rejection or failure.

“As leaders we need to enable team members to use their experience to provide the business or organisation with expertise, and at the same time catalyse their Rookie mindsets to bring out optimism and passion in the work they do.”

It’s time to tap into your networks, forge new territory and generate fresh ideas. Let’s be willing to say ‘I don’t know’, ignore boundaries and ‘Bring out the Rookie‘ in you and your team members!


Gordon, J., (Unknown). Think Like a Rookie. link
Kelley, T., Kelley, D., (2012). Reclaim Your Creative Conscious. Harvard Business Review, Dec. 2012. link
Levitt, S.D., & Dubner, S.J., (2014). Think Like a Freak: Secrets of the Rogue Economist. Penguin, UK.
Wiseman, L., (Unknown). Rookie Smarts Research. Rookie Smarts. link
Wiseman, L., (2014). Why Your Team Needs Rookies. Harvard Business Review, Oct. 2014. link

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