It ain’t bragging if you’ve done it

Maysa and me.

Maysa and me.

Your organization is less than it could be. Everyone knows that.

The question is whether it’s worth the effort to make it better. For most people the answer is no. Too much grief and anguish. Too much hostility. Too many tricks and deceptions on the path forward. Is it Friday yet?

The story I want to share is that Maysa and I have seen a whole lot in terms of organizations faking an effort to change how they treat people.

Managers, for the most part, are committed to not losing. They do not want to lose personal advantage. Once they have assured that success they will do what they can to help the organization prosper with whatever time and energy they have left.

Maysa and I have a great deal of field experience in this line of work. And we’ve been to college, and read a lot of books. If you have that one organization in a thousand that really wants to be the next Apple Computer, or the next place where people enjoy Monday mornings, please call us. 520-408-7507.

Thanks. It ain’t braggin’ because we can actually make a difference if you’re up for it.

3 thoughts on “It ain’t bragging if you’ve done it

  1. Simon Sinek in his TED Talk says, “Leadership is a choice. It is not a rank. I know many people at the seniormost levels of organizations who are absolutely not leaders. They are authorities, and we do what they say because they have authority over us, but we would not follow them. And I know many people who are at the bottoms of organizations who have no authority and they are absolutely leaders, and this is because they have chosen to look after the person to the left of them, and they have chosen to look after the person to the right of them. This is what a leader is.”

    He presents an anecdote of Captain William Swenson, who was awarded the Congressional Metal of Honor for running into live fire to rescue wounded and pull out the dead. On this day, it happened to recorded on a GoPro. The rescue wasn’t the touching part though. What connects to our humanity is that when he put the wounded solder in the helicopter you can see Swenson bend over and give him a kiss before he turns around to rescue more. Simon goes on to say, “where do people like that come from? What is that? That is some deep, deep emotion, when you would want to do that. There’s a love there, and I wanted to know why is it that I don’t have people that I work with like that?” How can you cultivate such a culture.

    Good leaders create an environment of safety with trust and respect, not fear and scarcity. These postiive emotions turn the focus of those within an organization outward, it builds community and family. You have nothing to fear from within. Leaders set the tone. And, I’ve been criticized as a leader for my desire to create a sense of family at work. But the world is full of danger, uncertainty, things that create stress, frustrate and reduce success. We have no control over these external forces. Wouldn’t it be a corporate advantage to eliminate these conditions within your walls? Sinek says, “When a leader makes the choice to put the safety and lives of the people inside the organization first, to sacrifice their comforts and sacrifice the tangible results, so that the people remain and feel safe and feel like they belong, remarkable things happen.”

    Your people are your greatest asset. How you treat your people will be reflected in the quality of your products and services, and the success of your company. One of Disney’s core values is; “To bring happiness to millions” and to celebrate, nurture, and promulgate “wholesome American values.” At Apple Computer they say, “We believe in deep collaboration and cross-pollination of our groups, which allow us to innovate in a way that others cannot.” IBM says, “Trust and personal responsibility in all relationships.”

    In 2003 IBM undertook its first reexamination of its values in nearly 100 years. ALL IBMers participated in a three day discussion “to define the essence of the company. The result? A set of core values, defined by IBMers for IBMers, that shape the way we lead, the way we decide, and the way we act.” Perhaps it’s time other corporations engage their people to do the same.

    “Unlimited vacation and volunteering time. Jobs built around strengths. Eager mentors. Policies that focus on treating people like humans. You would think I was describing Willy Wonka’s Chocolate Factory or some other working utopia. Actually, it’s a perfect description of two real-life company cultures that would knock your socks off. Talent Plus and Next Jump are these two midsize companies determined to be great places to work, by creating a version of a work-life that most people would think is fantasy.”

    It is possible. We can facilitate cultural change. It is our passion. You can enjoy Monday mornings again and always.

  2. Simon’s TED Talk is excellent. I also recommend his new book, Leaders Eat Last., Why Some Teams Pull Together and Others Don’t.

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