Harry Truman said, “It is amazing what you can accomplish if you do not care who gets the credit.” If it’s all about you, then you won’t get much done. But if you are willing to share the credit with others, then you will end up getting a lot done.
People want to be part of something larger than themselves. When they feel like they are contributing and seeing progress, then they are more likely to want to stay at it. But a leader who doesn’t see the team’s need to be recognized will lose their team very quickly.
Here are three things to implement a team culture by focusing on giving credit to others on the team.
True success in the workplace doesn’t look like what most people expect it to look like. They think it means occupying the corner office. Having lots of money. Being a powerful individual. But that’s not true success looks like.
Jesus said that the Son of Man came to serve, not to be served (Matthew 20:28; Mark 10:45). That model of leadership applies not only to the realm of faith, but also to the realm of business.
Here’s what true success looks like in the workplace.
Which conversations do you dread? Are they with an employee or colleague who doesn’t seem to do what they should? Are they the ones with your teenager about what they do or don’t do? Are they with your spouse over who’s going to get their way? Your ability to have success in your interpersonal relations will be as a result of having uncomfortable conversations.
No one wants to have to talk about that stuff. And yet that’s how you are able to make the relationship progress to becoming better than it is now. But it requires that you persevere through those uncomfortable conversations.
Here are three levels to which your workplace and personal relationships will improve as a result of having uncomfortable conversations.
After I recently guest lectured to MBA students at a local university, one of the students asked me a question about alignment. I explained that one of the most important things for a leader to do is to be able to connect long-term goals to short-term actions. And leaders can do that best when they can share the big picture.
As a leader, it is imperative that you always remind your team why they are there. Help them to understand the purpose behind your company. Give them a reason to see that the little actions they do every day are important to accomplishing a bigger goal. Help them to see that they are many artists contributing to one masterpiece.
No job is exciting all the time. There are times that every job will have its drudgery. You can either inspire your people to put in their best efforts in even the drudgery, or you can let them trudge on their own just for their paycheck. It’s your choice whether you will help your people see only the little areas they are contributing, or if you will help them see how they are contributing to the big picture.
Here are three ways you can remind your team of the big picture when they are trudging through their daily grind.
In today’s culture, you don’t often see people give a real apology. They don’t even acknowledge that they have done anything wrong. They make excuses for their behavior, and they try to skirt around the issue. As a result, they say nothing of any importance, and their relationship with the offended party worsens.
Today nobody expects anyone to apologize anymore. People want to save face and pretend that they haven’t done anything wrong. Politicians say they are “sorry IF they have offended anyone.” But that doesn’t deal with anything and it doesn’t help their credibility improve.
So what does a real apology look like? Here are three steps to making a real apology and what you can expect to happen as a result.
When I was a new manager, I had the hardest time giving constructive feedback to my assistant. When it was time to share with her what she needed to know to help her improve, I couldn’t even get the words out. It was so difficult for me to say, that I had to try multiple times just to be able to tell her—because I was too concerned about saying what she might have thought was bad news.
My early days as a manager showed one extreme of improper communication in giving performance reviews. Other managers think that yelling the hard truth is the best way to give bad news. They think that it’s OK to say whatever they think needs to be said, without thinking about what it would feel like to be on the receiving end of what they said. Clearly both extremes are not helpful.
So how should we give bad news? What’s the best way to help employees improve? Here are four tips for how to say what needs to be said, even if it’s bad news.
When you think of the difficult people on your team, what do you think of? How do you perceive the problem employees on your team? Could it be that you are looking at them the wrong way?
I’m not saying that everyone is fixable. It may ultimately be better for everyone if certain people don’t work at your organization any more. I think it Abraham Lincoln got it right when he said that people are usually as happy as they make up their minds to be. Nonetheless, you may be the one to help those certain people change their minds.
Difficult people have been through difficult stuff. And hurt people hurt people. If you just pass them off as problem employees then you may be missing a huge opportunity—for them and for you.
I realize that you may not be the pastor-in-chief at your workplace, but you can develop a pastor’s heart for your team. Spiritual insight into their situation can help your team become more positive, more innovative, and more productive.
Here’s how you can get the most out of your team by training yourself in how you look at your problem employees.
To improve your company, it’s important to focus on continuous improvement. That’s obvious, isn’t it? But how much do you focus on helping your people improve—and not just in how they do their job?
If you help your people grow in one area of their lives, it will spill over into the other areas of their lives as well. They will reap the benefit, but you will too.
Here’s why it makes sense (and dollars) to make your team improve.
Most people hate conflict. Especially at work. They don’t want to be seen as someone who rocks the boat or causes problems. They don’t think there’s such a thing as good conflict. But conflict can be a very good thing when used constructively.
Conflict will happen. Where there’s contact between people, there’s conflict between people. Let’s face it: conflict makes meetings interesting. And conflict is what makes stories worth reading.
As a leader, you don’t need to stop conflict at your workplace. In fact, if done correctly, conflict should be encouraged. As long as you do it within certain parameters.
Here’s what good conflict can look like in your workplace.
Many have debated the importance of hard skills and soft skills. When I went to school, everyone seemed to believe that hard skills were most important. Students had to focus on mastering the specific skills required for their particular profession. But today people change not just jobs, but professions—many times over—during their career. As a result, hard skills have been dethroned from their place of prominence. Now soft skills reign supreme.
Don’t misunderstand me: hard skills are still important. A surgeon must know how to operate on someone without them bleeding to death. People must know what they’re talking about as a practitioner in their field. But becoming proficient in the soft skills of people relations will serve you well as you change professions during your career.
Here are three soft skills that are important for you to master as a leader, regardless of the profession you choose.