{"id":4330,"date":"2016-11-11T16:27:02","date_gmt":"2016-11-11T16:27:02","guid":{"rendered":"http:\/\/www.theexecutivehappinesscoach.com\/?p=4330"},"modified":"2018-10-02T13:36:39","modified_gmt":"2018-10-02T17:36:39","slug":"how-to-lead-back-to-basics","status":"publish","type":"post","link":"https:\/\/theexecutivehappinesscoach.com\/2016\/11\/how-to-lead-back-to-basics\/","title":{"rendered":"How to Lead – Back to Basics"},"content":{"rendered":"

{Note: I write my own material, sharing other people\u2019s great stuff in my social media streams. But while writing this month\u2019s edition, a blog landed in my inbox that is so provocatively written and so resonates with my core message that I cannot just tweet a link \u2013 I feel compelled to share the entire piece with you, my tribe. <\/em>
\nIf you are one of the many people who read Seth Godin\u2019s blog (<\/em>http:\/\/sethgodin.typepad.com<\/em><\/a>) based on my recommendation, then you\u2019ve already seen this; AND I invite you to stop and read it again, then pass it around your company. This is the essence of what I teach, preach, and coach. It is important. This is how you build a culture.}<\/em>
\nContext<\/strong>
\n\"300px-pieter_both_mountain\"<\/a>I suggest that the ascension into leadership is like climbing a mountain. <\/strong>It\u2019s hard work, and not everyone is capable of (or interested in) the climb. Once you\u2019re on the mountain, you have a fabulous view and you \u201cown\u201d the territory you\u2019ve conquered in your ascent, right? At the same time, the higher you are, the better the target you make for snipers \u2013 meaning, people are always watching you: how you show up, what you DO vs what you say, and every sin you commit, whether that is a sin of commission or omission (failure to act).
\nWhat follows is Seth\u2019s blog from 16 November, which can be read in the original at http:\/\/sethgodin.typepad.com\/seths_blog\/2016\/11\/its-not-the-bottom-its-the-foundation.html<\/a>
\nP.S. If you\u2019re not in charge, share this with someone who is. Start the conversation. <\/strong>
\nIt’s not the bottom, it’s the foundation<\/strong><\/a>
\nOrganizations are built on the work of people who don\u2019t get paid very much, don\u2019t receive sufficient respect and are understandably wary of the promises they\u2019ve been hearing for years.
\nCalling these folks the bottom of the org chart doesn\u2019t help.
\nImagine that throughout your career you were paid as little as legally possible, the last to be hired and the first to be laid off. Imagine that the boss gets more vacation days, doesn\u2019t have to clock in and out, and is actually given control over how he spends his time.
\nWhy is it surprising to bosses, then, that some workers respond to this arrangement by doing as little work as possible?
\nHere\u2019s the thing: people actually want to do a good job. They want to be proud of their work, they appreciate being engaged, they thrive when they have some measure of control over their day.
\nToo often, though, the optimistic leader meets the pessimistic front line and distrust undermines all the good intent. The boss loses patience and reverts to the test-and-measure, trust-no-one, scientific-management tradition of dehumanizing the very humans who make the whole project work.
\nAnd so, back to being mediocre. Back to high turnover, low trust, no care. Back to workers who don\u2019t believe and bosses who are now cynics.
\nMostly, back to an ordinary organization that\u2019s like so many others.
\nThere\u2019s an alternative. But it\u2019s a process, not an event.<\/strong>
\nStep 1: A commitment, from the top, that this place is going to be different.<\/strong> The commitment is open-ended. It involves leading and showing up and keeping promises, for months and years into the future. It\u2019s non-cynical, and it views leadership as an opportunity, the possibility of serving customers at the very same time you inspire and enable employees.
\nThis is going to take a long time, and it\u2019s not going to be the cheapest path. It turns out, though, in industries where people matter (which is more and more of the work we do) that this path pays for itself eventually.
\nStep 2: Hire for attitude, not for learned skills.<\/strong> You can teach someone to do just about anything. It\u2019s far more difficult to build an instinct to care. When you hire trustworthy people who are willing to trust you, you have an opportunity to build trust, which enables communication, which allows you to teach, which upgrades everything.
\nIf you are in a hurry to assemble a group of people who can \u2018do the work\u2019, you will end up with folks who merely needed a job. On the other hand, if you are willing to invest in people who are enrolled in the journey you\u2019re on, you will end up with a team.
\n[Corollary: Fire for attitude, fix for skills. <\/strong>The attitudes you put up with will become the attitudes of your entire organization. Over time, every organization becomes what is tolerated]\nStep 3: Be clear in actions and words about what\u2019s important. <\/strong>It doesn\u2019t do any good to hire for attitude but only reward for short-term results. If you reward a cynic merely because he got something done, you\u2019ve made it clear to everyone else that cynicism is okay. If you overlook the person who is hiding mistakes because his productivity is high, then you are rewarding obfuscation and stealth.
\nWho gets the employee of the month parking space? Who gets laid off?
\nPeople are watching you.<\/em> They\u2019re not listening to your words as much as they\u2019re seeking to understand where the boundaries and the guard rails lie, because they\u2019ve learned from experience that people who do what gets rewarded, get rewarded.
\nHint: if you tell people something is important but fail to give them the tools and the support and the training that they need to do that important thing, you\u2019ve just told them that it\u2019s not actually important.
\nStep 4: Be clear and consistent about how we do things around here.<\/strong> It\u2019s going to be a long time before people act like they own the place. After all, you own the place and you don\u2019t even act like you do most of the time.
\nThis job is important. It feeds my family. It pays the rent. It\u2019s connected to my self-esteem. I will act in the interest of my family, not your invisible shareholders.<\/em>
\nStep 5: Your problem is not their problem.<\/strong> The people who build the foundation of your business have plenty of things to worry about. Your narrative about your day is not one of them.
\nOver time, it\u2019s reasonable to expect that an engaged and respectful working environment will lead to ever more big-picture thinking. But it\u2019s na\u00efve and self-defeating to expect a 20-year-old who\u2019s been on the job for a week to make a connection between the customer who just walked in, your big wholesale account, the loan that\u2019s due soon and the espresso he just pulled.
\nEvery day, you\u2019re going to be tested on these five principles. Every day, there\u2019s going to be a moment of urgency, a shortcut presented, a confusion. And in that moment, the first principle is going to come into question.
\nBut this is the foundation, it\u2019s not the bottom. This is the source for all your possibility, for the change you seek to make.
\nIsn\u2019t it worth it?
\n~~~~~
\nRemember, Leadership is not about a title; <\/strong>anyone can be a leader who shows appreciation and respect to others and consistently models what is right and what is important.<\/p>\n","protected":false},"excerpt":{"rendered":"

{Note: I write my own material, sharing other people\u2019s great stuff in my social media streams. But while writing this month\u2019s edition, a blog landed in my inbox that is so provocatively written and so resonates with my core message that I cannot just tweet a link \u2013 I feel compelled to share the entire … Read more<\/a><\/p>\n","protected":false},"author":5789,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[58,11,50],"tags":[321],"yoast_head":"\nHow to Lead - Back to Basics - The Executive Happiness Coach\u00ae<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/theexecutivehappinesscoach.com\/2016\/11\/how-to-lead-back-to-basics\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How to Lead - Back to Basics - The Executive Happiness Coach\u00ae\" \/>\n<meta property=\"og:description\" content=\"{Note: I write my own material, sharing other people\u2019s great stuff in my social media streams. 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