Mentoring Hannah, a prospective author.
How do you change your employees? Getting someone to change to adapt to your morals and culture is the goal of a leader, right?
Of course not.
I’ve observed that the most effective leaders and managers are those who realize that they cannot change people.
Instead, they reduce the need to change people by carefully choosing and inviting selected potential staff members to join their team, based on the individuals alignment with the organizations core ideology.
This means your shared values and purpose.
Essentially exceptional leadership begins before the new employees first day on the job, when a leader has “pre qualified” the hire.
This process is critical to the cohesiveness of the culture and the team.
Warren Buffett talks about eating his own “home cooking” when it comes to investing in businesses that will fit into his culture, desires, portfolio, and team. What he means by this term is that he invests in businesses he loves and he lives, eats, and does business with them. He likes Sees Candy, and Dairy Queen. He wouldn’t buy a business or product he didn’t like. In those businesses, large or small, he let’s the leader do their thing. They’ve already been leading it, and he wants to empower people within his own company to be who they are.
Are you walking the talk, and giving people the power to make decisions, or are they on a very short leash?
Empower your people. Let them lead so that you don’t get stuck in the everyday mire and muck of running the business. Let them, lead your business to greatness. Guide em, but be sure to be authentic about empowering them too.
In the book First, Break all the Rules, the author states that exceptional teams need to know the desired end result. A wise leader will let them find their own path to achieve this result.
Kind of like shepherding your children. You can’t force intrinsic desire. But you can tell them what you want and expect, and then guide them gently to discover the way. Employees are the same because they need and deserve respect and they need to be able to discover their own strengths and capabilities and role within the team. When you lead that way you find out that your business will evolve to a much higher level.
Fighting personnel issues like chronic tardiness, low performance, and general attitude problems with employees is a lot like drowning in quicksand. The negativity pulls you down until you’re mentally and physically drained.
Imagine if you could rise above it.
How? You might ask. Some leaders think that’s impossible. But if you empower your people to self manage, the issues decrease, problems get taken care of from within, and it’s not a dictatorship but a true team effort. All members of the team end up with a strong desire to see the team succeed. This type of leadership allows room for error but in the end elevates a leader above the fray, to a higher big picture vantage point.
What would that look like in your business?
Have you ever stopped to notice that businesses with exceptional leaders at the helm, have the lowest staff turnover rates?
It’s because of transparency.
Transparent leadership goes a long way in building a culture of strength and cohesiveness.
That’s because the beliefs and values of the culture are front and center for everyone to see. I talk about this kind of leadership often. It’s a true distinction, between mediocre and good, to great.
Have you ever stopped to notice that businesses that have exceptional leaders have the lowest turnover rates?
I would suggest that It’s due to the transparent nature of their core ideology.
Their beliefs and values are front and center.
Everyone can see them. Their culture is so well defined that it makes a statement to anyone who would desire to join the organization.
Their culture screams:
“this is what we believe and this is who we are!”
Teams that are engaged and committed to growth are a hallmark of an exceptional culture.
These teams tend to become protective of their culture and vocal when they perceive someone is disturbing it.
Jim Collins talked about the right people being on the bus.
From what I’ve observed,
If you have the wrong people on the bus your team will notice.
If you try to hire someone who isn’t the right fit, your most loyal and vocal employees will come to you before you do, and let you know. This is an open culture, where employees feel empowered to offer feedback, as part of a team.
When I got the following recommendation, it was a great feeling…
“I highly recommend Dr. Joel Small’s book “Face to Face: A Leadership Guide for Health Care Professionals and Entrepreneurs.” We use the book in our MBA program for Physicians & Dentists here at Texas Tech University and the doctors in our program have found it to be an excellent guide for leading dental and medical practices in today’s complex environment.”
James J. Hoffman Ph.D.
Associate Dean for MBA Programs & Executive Education
Director, MBA Program for Physicians & Dentists
Rawls College of Business
Texas Tech University
Getting accolades from others is reinforcement that you’re on the right track. I have enjoyed every step of the MBA process, and then writing a book. What dream are you focused on in the year to come?
Whenever I have the pleasure of speaking at dental meetings I ask the attendees to raise their hands if they think they’re good people people.
Invariably, hands are raised.
A lot of people think they’re great at managing people.
But what does that really mean?
When I dig deeper and ask these “people people” if they’re good at managing people and attitudes, and disruptive behavior, or chronic tardiness, everyone says no!
Yuck. No one likes that.
But that’s what people managers do. That’s reality.
Then I share with the audience the importance of moving beyond managing people…. to the critical aspect of leading process. It’s much more important to direct organizational values and beliefs.
Only then can you align your people.
People are people. We all need direction, even if we don’t seek it.
The most effective managers are the ones who realize they cannot change people.
Build a cohesive team with a well defined organizational culture.