Vol. XXIX

Dear Managers,

Someone shared with me years ago that with the obvious time limitations in ones professional career, ones only hope to compete for the top is in the ability to multiply your efforts. Managers cannot exist without individuals to manage, and their ultimate survival hinges upon their willingness to use their knowledge and expertise to strengthen those around them.

As we look around, outside of the entertainment and sports industries, there are very few individuals who are considered individual “stars” based solely on their own efforts. Managers are rarely judged on their individual accomplishments; they are judged on the success of their organization. Too often, this concept is not fully embraced by management. It may seem safer to manage “underlings” than it is to accept the challenges of managing ones peers.

GIVE IT AWAY . . .

We are no stronger as a manager than our ability to delegate within our organization. Our human limitations hit us right between the eyes every day. From my experience, performance begins with granting your staff ownership of their position. This objective is founded on management’s ability to surround itself with individuals who thrive in such an environment.

If management lacks confidence or perceives risk in sharing the most critical aspects of running their organizations, they are one or all of the following:

• Only managing themselves

• Unwilling to surround themselves with the best in their field

• Unable to meet the needs of the organization through delegation

While giving complete and unconditional control is a gradual transition, you will find the more you give these individuals, the greater the return. One step at a time, individuals will rise to the occasion.

TAKING OWNERSHIP

There are obvious risks in taking personal ownership. There are many individuals who are willing to take the ownership, yet will “do a 180” when it comes to the responsibility and risk that accompany their new-found wealth. By nature, individuals want the freedom without the bottom line accountability. Regrettably, it is all part of the package.

As managers we must instill confidence, by example, that the down-side risk of taking ownership is a minimal one. The alternative, lack of personal ownership, carries a much greater long-term risk.

Encouraging ownership requires management to understand and accept that individual failure is part of the learning process. Effort, ownership, and putting oneself on the line will fall short on occasion. Lack of effort and failure to take a position and assume responsibility will fail at every turn. Is there any question that we would accept a periodic set back from an individual who is consistently managing their position with a strong sense of ownership?

NEVER UNDERESTIMATE COMMITMENT

Management thrives on individuals who are willing to provide you with their full commitment. These are the individuals who, without hesitation, consistently give their best, honest and capable efforts. These are the individuals who become the driving force within your organization and set a standard for their peers.

MEDIOCRITY STINKS!

All of us have endured working with individuals who present themselves as professionals, yet never quite live up to the presentation. What greater frustration in life than to be surrounded by individuals who have chosen to accept mediocrity in themselves, their employees, and their companies. Remember the story about the customer who completely lost it when her fast food order was botched at a local drive through? She angrily jumped out of her car, climbed through the window, poured drinks on the employees and smashed several electronic cash registers to make her point. I believe we can all relate at some level.

WHERE’S THE PRIDE?

The word “pride” is often used in fairly loose terms; all individuals understand this quality at varied levels. With a very strong sense of pride, there can be no fear of failure or consequence relating to other’s opinions. There is truly only one fear, and that is failing oneself. Pride is a very personal emotion; you go to bed with it and you wake up with it in the morning. What are a few of the qualities exhibited by individuals with a strong sense of pride? I am fortunate to work with such individuals, and the following is a list of the qualities I have noticed:

• These individuals work very well independently. Their rhythm seems interrupted in the absence of a personal challenge.

• Their work almost becomes a one-on-one contest with themselves. They develop a way to become even more effective in meeting their objectives.

• These individuals assume full responsibility for all set backs; no one else is responsible for their success.

• No one can possibly establish a greater sense of urgency than the sense of urgency they have placed upon themselves.

• These individuals look at what is expected as simply “the norm,” and know they can achieve more!

• These individuals are always looking beyond the current objective to the second and third generation. They know their current objective can establish an advantage and prepare them for even greater results in the future.

• These individuals are always looked up to by their customers and their peers. When they have something to say, others listen.

• These individuals understand about being the best, and want that feeling again and again.

As managers we have the responsibility to recognize these individuals and create an environment for peak performance. If you think about it, we, as managers, cannot personally insure anyone’s success; ultimately this falls squarely upon their shoulders. It is management’s responsibility to create an environment where peak performers can flourish and achieve their personal best.

I THINK I CAN . . . YES, I CAN!

We have all worked with individuals who underestimate their own ability
to succeed. We may have even been told that an individual is unwilling or incapable in certain areas. There is only one way to effectively determine, for both parties, a person’s limits in a given area: simply ask this individual to accomplish the task, provide an understanding of how to meet your needs, and give them a time frame in which to do so. Your show of confidence in their abilities will go a long way in insuring their success.

The initial response might not be what you expect. There is a look, not unlike a deer in the headlights, that says, “But you’ve never asked me to do this before!” Show confidence, be firm, provide no options and ask for a follow up. Only in this environment will your staff continue to grow and meet the needs of the organization. We can all look at our daily routines and see areas that made us uncomfortable in the past. Expect those around you to take on a challenge and they will rarely disappoint you.

Success drives success. Peak performers with pride, those who take full ownership of their position within an organization, don’t understand simply working for a living. They are always looking to make an impact for their company, themselves, and their future. If managers must indeed multiply their efforts to compete for the top, then they, too, must rise to the occasion and surround themselves with individuals for whom “the top” is the only acceptable place to be.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM