As I look at the business landscape today, I believe two types of companies are emerging – (1) those that choose to cut costs at all cost, and (2) those that recognize that people got us to where we are today and people will get us out of where we are today.
One of the most important characteristics of a People-First™ Leader is that they are self-aware.
Here’s what I mean. (1) They understand why they respond to others the way they do, and (2) they understand why others respond to them the way they do.
Why is this important?
I had just returned to my hotel room after a beautiful sunrise run in Washington D.C. where I am attending an Inscape Publishing conference. While enjoying a cup of post-run coffee, I read an article about a former NASA official (he served as the NASA Chief of Staff and as its liaison to the White House) who was “charged with using his government position to serve his own financial interest.” If convicted, he could face 15 years in prison.
That’s not leadership!
Last weekend I returned home from a month in Ecuador. The focus of my trip was a climbing expedition to some of the most remote and beautiful volcanoes in the world towering between 16,000 - 20,000 feet above sea level. My time in Ecuador was marked with excitement, adventure, and challenge as our climbing team dealt with deteriorating weather and dangerous avalanche conditions. Through all of that, I enjoyed the serenity of being removed from everyday life and focused on climbing.
If you pick up a training or human resource magazine these days, you're likely to find at least one article about how to work with, maximize, engage and otherwise lead the "Millennials". Sure it rhymes with perennials, but these people aren't just popping up in the spring, they are with you day-in and day-out in the workplace.
The 50 Best Small and Medium Places to Work were announced by HR Magazine in July. Open communication, teamwork, employee training, and cultures which breed the idea of exceeding expectations, are among the characteristics of these top companies.
Yet many organizations, and managers, don’t recognize that a key part of the elements that build a winning team and a great place to work is discipline.
What? Discipline the Non-Performers?
“Eighty-one percent of the respondents to the 2005 Skill Gap Survey of the American Manufacturing Workforce (Deloitte and The Manufacturing Institute, 2005) said they couldn’t find qualified workers to fill their open positions. As far as manufacturers are concerned, the skills gap is upon us,” notes Stacey Jarrett Wagner, managing director, Center for Workforce Success, at the National Association of Manufacturers. - Training and Development magazine, February 2006
Have you ever wondered why it is, that even with the most careful planning and organization, certain projects fail to achieve the results you envisioned? Ask yourself this question, “Did I derail my own plans because I was not willing to delegate?"
At 5.12 solutions, we believe that building strong teams requires a focus on People, Processes, Planning, and Performance. In fact, these 4 “Ps” are the foundation of 5.12 Solutions’ Innovative Team Model.