SECRET TO SUCCESS – PEOPLE ARE OUR GREATEST ASSET

PEOPLE ARE OUR GREATEST ASSETS – SECRET TO LEADERSHIP

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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.”

PETER DRUCKER

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.”

JAMES KERR

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.”

JAMES KERR

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.”

LAO TZU

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.

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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.”

BENJAMIN FRANKLIN

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.”

CONFUSCIOUS

Remember, people are our greatest assets.

READ MORE ARTICLES

It’s All About Trust Link
Have We Got The Hiring Process Totally Wrong? Link
Are You Leading A High Performing Culture? Link
Are Leaders Born? Link
It’s Your Story Link
Be A Rookie Link

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Are You Seeing The big Picture Craig Johns

ARE YOU SEEING THE BIG PICTURE?

Do you know what helps you navigate the clutter, complexity and commotion on a daily basis that allows you to take a birds eye view and see the big picture?

It is a challenge when you have your head down, in the zone and focused on the task at hand to understand where you are at and even sometimes to clarify what the big picture really is. The big picture is about:

  • Knowing not just how and what to do, but knowing why
  • Viewing the whole and not just its parts
  • Seeing a vision, a sense of the bigger picture
  • Having the ability to see significance in work, beyond the obvious
  • Understanding that a legacy will live on, whether in the bricks and morter or in the impact made on other people

You have to know what naturally helps you to clear the mind and find the space to step outside your body and mind so you can focus on what is really important. For me, it is going for a long ride by myself or running on a trail. I find it’s my form of meditation and reality check.

Some people find travel helps them to find a clearer perspective, as 10,000 feet up provides a pretty good birds eye view of situations. Another common time is when listening to podcasts that challenge our ways of thinking, leadership strategies or are industry related.

Sometimes we find it difficult to see the big picture by ourselves. You may find it easier through conversations with a friend, colleague or even a group of like-minded people in a “circle of trust’ monthly catch-up over a coffee.

When it comes to financial analysis, you may find manually writing out your budget or financial reviews with pen and paper allows you think of the numbers in a different way than on a computer screen where formulas are producing numbers for you.

A lot of people will work continuously without breaks during a day. Research shows that our ability to perform tasks diminishes after approximately 90minutes of concerted effort and focus. It is important to take a 5-15min break every 90minutes allowing your mind a chance to recharge and your body a chance to move around rather than sitting in one place.

Going long periods of time without a break may also result in you heading down a rabbit hole of time-consuming focus on the unimportant things, without realizing you are on a path of less value.

Organising a dedicated brainstorm or review session with team members of what you are currently doing and where you can go, while ensuring that everything is aligned to the overall mission, strategies and goals is crucial. You will find it invaluable as not only does it provide a big picture check for you, but it also enables the team to develop greater cohesion in what the big picture looks like to everyone.

I have witnessed a few people using apps, such as rescue time, to monitor and track their use of time. It allows them to see how much time is spent on each daily activity and most importantly on the tasks that are making forward progress.

We are often caught up in our own assumptions, ways of thinking and complexity. Try challenge some of your assumptions to see what would happen if you removed one or more of them. Remember complexity is the enemy, so sometimes the most simple and obvious thing maybe blurred or hidden from our ability to see the big picture.

Identify whether you team have a connection to the big picture. Share the big picture regularly by providing the details first and then the context later. Ask them what they see and make sure that you connect the big picture to their work. Most importantly connect the big picture to meaning as people want to know that their working has a purpose.

Make sure that you include the activities that allow you to see clarity from a big picture point-of-view, in your daily or weekly routines. It is crucial that you are on the right road and haven’t taken the wrong left turn. To take it to the next level, it is even more valuable to ensure that you have time following your big picture activities, to find time to analyse and translate your insights into specific actions.

Life is all about choice. We may feel we are snowed under, constrained by deadlines and under the pump from either your boss or a client, but remember you are the one in control. Prioritise what is important, what you need to gain clarity and disregard the meaningless activities that halt your progress. What you do is only as good as the clarity of your big picture.

READ MORE ARTICLES

It’s All About Trust Link
Have We Got The Hiring Process Totally Wrong? Link
Are You Leading A High Performing Culture? Link
Are Leaders Born? Link
It’s Your Story Link
Be A Rookie Link

LEARN MORE

active CEO COACHING
active CEO CORPORATE
active CEO PODCAST
Craig Johns SPEAKER
Craig Johns BLOG
Contact CRAIG JOHNS
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Trust Craig Johns It Is All About Trust

It Is All About Trust

An article in the New Zealand Herald (Donaldson, 2018) brought up a great discussion between ‘Command and Control’ versus ‘Self-Determination Theory’ in sport. It raised some great questions that relate to both the business world as well as the coach-athlete relationship. Has the traditional ‘hierarchical’ systems, which lead to command and control, become outdated or is there still a place for this type of leadership behaviour?

Let’s take a look at what the central currency to any community or relationship is. Trust is essential to any relationship and is, according to Mayer et al., made up of three key elements: ability; benevolence; integrity.

Ability is built on the skills, competencies and characteristics that enable a person to perform tasks in a specific domain. As a relationship is building those involved will be ascertaining whether the other party can do what they say, have a track record of performance in that particular area and is their any evidence supporting their claim to competency. It is usually situation specific as we cannot be highly skilled in everything we do.

Benevolence is based on the foundation of how much do they actually care about the relationship versus aspects such as money, power or self-fulfilment. Early in the relationship you are trying to understand each others situation, how much do you want to help each other and are the actions being taken beneficial for each other.

Integrity refers to our acceptance of a set of principles and whether they are being adhered to. Are the actions taken from and adhered to against a set of principles? We want to know whether they will guide or motivate our performance, are we accepting of each others performance principles, and do both sets of principles align or can they coexist.

I would also add a fourth dimension to trust, and that is enjoyment. Enjoyment is the number one retention factor for any type of community or relationship. It helps to love what you are doing and have fun why you are doing it. If the environment is enjoyable, then you are more likely to stay connected.

Command and control is based on an aggressive, micro-managing and dictatorial approach, which sometimes maybe referred to as ‘it is my way or the highway’ approach. It is a common approach that leaders fall into when the pressure for success in business or sport is enormous and a win-at-all-costs mentality is allowed to fester. In certain circumstances this mentality may result in bullying behaviours and a ‘culture of fear’, which are not appropriate our society.

We are seeing the command and control hierarchial approach being replaced in the work place and on the sports fields over time, but there are still many instances of this type of behaviour occurring in society. As people’s awareness, rights, confidence in ability to speak up and community acceptance that you should bring issues to the forefront, acts of bullying are being raised and stamped out. However it is still prevalent in politics, sport and the workplace.

Over the past two decades or so, we have started to see leaders evolve their approach as they understand that their are more effective ways to reach higher levels of performance and productivity. The Self-Determination Theory provides a great platform to understand how we can perform at our best and bring out the best in the people we work with.

Self-Determination Theory is built on 3 core elements; autonomy; relatedness; and competence.

Autonomy is feeling you have a choice, that what you’re doing is of your own volition. Relatedness is to care for and be cared about by others, to feel you are contributing to something greater than yourself, to have your values align with the goals of the team or programme. Competence is about skill levels but athletes also need to feel they are learning and growing, not just reaching a set level.” (Donaldson, 2018)

If we are building a high performance environment, we need to allow our people to feel valued, be able to speak, have a sense of purpose and be true to themselves. We need to provide an environment where people feel highly motivated, feel like they belong and are happy, which the components of the Self-Determination Theory provides.

To build a feeling of autonomy in our people and ensure they are highly motivated and engaged, it is important that we reduce and refrain from approaches that involve dictating, incentivizing and applying heigh levels of pressure. We need to trust the abilities of our people and work on alleviating the fear inside our heads that we won’t achieve the desired results.

One of the most powerful skills a leader can possess is listening. To bring out the best in people, they need to have a voice and be involved in a collaborative way. That doesn’t mean as leaders that we can’t make the tough decisions, it eludes to ensuring that the feelings, values and thoughts of our people are taken into consideration to ensure they are closely aligned to the goals.

HOW MUCH TRUST DO YOU HAVE WITH YOUR PEOPLE?

RESOURCES

Donaldson. M. (2018). New Zealand Sport Model ‘Outdated’. New Zealand Herald, 24 June 2018. link

Roger C. Mayer, James H Davis, and F. David Schoorman (1995). An Integrative Model of Organizational Trust. The Academy of Management Review, 20 (3), July 1995, 709-734.