This week we have a guest post from Jon Wortmann. I met Jon a couple of years ago after hearing him on a radio show. He mentioned he was on Twitter so I contacted him and we’ve communicated on a regular basis ever since.
Jon on Twitter because he’ll reach back. You can get in touch with him at @jonwortmann.
Helping You Learn
to Hear “Yes”.
stability, and rhythm.
when we reciprocate the kind of authentic interactions that help us want to spend more time with someone, it creates teammates who follow us from company to company and always want to be on our team.
knew that mattered, and next year you choose to volunteer with a different charity. The problem is clarity. Leaders who are clear, who understand what their people need to completely own what they’re doing, are also the leaders we like and want to keep working with.
and building a culture of trust. There is no more powerful tool than consistency to produce stability. As the old McKinsey & Co. axiom goes: leaders do what they say they’re going to do. When they do, by repeatedly giving people what they need to be successful, teammates know that they can count on the culture of an organization to meet their own obligations and goals. For instance, when Ernest Shackleton tried to be the first to the South Pole, he brought every possible supply his team would need: from wine and supplies to make cakes in the Antarctic winter to over a ton and half of bacon. Because he consistently gave them what they needed over the year of preparation before the attempt at the pole, they set a new record even though everything went wrong and they almost lost their lives. He was able to push them so hard because from his consistent provision of resources, they knew they could trust him.
produce the best results in most cultures today. Our globally connected and competing world, unified by social networks and powerful communication technology, means leaders have to be as generous to our teammates as they are to us. We can’t tell people what to do and expect it to get done. When our teammates take risks, offer ideas, and invest, we have to
reciprocate. The CEOs who people want to work for behave the same way with their boards and executive teams as they do with every other employee. When a janitor sends an email with an idea for improving a product, the CEO reaches out and validates that janitor with the same enthusiasm he would one of his VPs. When leaders get into a rhythm of reciprocating
communication, ideas, and validation with every member of their team, the team will model the behaviors and the culture will show its health by the results it produces.