In 1500 words or less, each post will give you something you can use TODAY to build yourself, your people and your organization whether your organization is a "for-profit" or a "not-for-profit."
What knowledge or advice would you have liked to know at the start of your career that you know now?
If you could make a list of a dozen of the most important truths for your younger self, what would you include?
Once you have written this list, your challenge is to share it with as many people as possible. This is my list.
Many people will say that small and medium-sized businesses and organizations are the economic engine for our country; in many ways, they are also the socio-economic conscience.
Being a good leader doesn’t have anything to do with titles.
Being a good leader is about respect.
Respect is earned.
Recently I was listening to a radio commentator discussing a valedictorian speech that a Grade 12 student had given. The speech was excellent and typical of many other valedictorian speeches I have heard, but at that moment, it struck me. The speech was perfect for those high achievers, the popular students, those kids for which high school was full of good and great memories. What was lacking was any mention of “one of the invisible.”
Retail, manufacturing, non-profit, charity: it doesn’t matter the field of endeavour, we’ve said this or know people who have said it. These people are super-dedicated, high-achievers, passionate about what they do and stubbornly refuse to admit that they are completely wrong. Anyone who consistently works these kinds of hours, either does so because they want to or because they can’t (or won’t) delegate.
The culture of your organization, like its training, is one of the few elements that an organization can control completely. Like training, building an inclusive culture not only sets your organization apart; it is the element that makes good, great.
Finding the right associates, like most things, is easier when your organization has a plan. The following short checklist will dramatically improve your organization’s ability to find and on-board the people you need.
Your organization will be stronger when people are encouraged to contribute what they really think and to help the organization avoid mistakes. By developing and listening to your associates, good people will want to join your team. Your organization will grow past the point that it would have if you were the only one driving ideas.
Providing your associates with timely feedback as part of an interactive plan to develop their skills and abilities should be a key component in every type of organization. Training and building a culture of excellence is one of the few things that an organization has complete control over.
Today’s post is about some of the things that drive employees crazy. Awareness is the first step: It is important to do more than just recognize the things on this list; you need to take steps to overcome each of these frustrations. Your associates are the key to your success. This is not a comprehensive list; these are some of the more common frustrations that I have seen in a variety of organizations, both “for profit” and “not-for-profit.”