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."
Loyalty, like respect, is earned; it is neither a right nor a given and it must be reciprocal. Loyalty and respect are fragile and can never be demanded; both must be built and nurtured through constant care and attention.
Learning “how” to fail might just be the most important skill that doesn’t get taught to students. As an instructor or leader, I always hoped that everyone would always succeed in everything they tried and never experience failure.
I knew and continue to learn that avoiding failure is unlikely and not always the best thing for people. Take a few moments and see what I mean.
Every organization has drama.
Drama is virtually impossible to avoid because organizations consist of people and when you have two or more people together, the potential for drama exists.
That’s not cynical, in my experience, that’s just how things work. Whether it’s good or bad depends on how the organization reacts to and anticipates drama.
Big and innovative ideas aren’t the issue, putting big and innovative ideas into reality is the issue. Many entrepreneurs, consultants, managers, executive directors, and the people working for them have shared these lessons will me.
They work. Use them, share them, and build your organization.
In a book I was listening to recently, the author praised people who take the time to clear obstacles from other people’s paths. The author’s explanation and examples had a very powerful effect on me. The book inspired me to write about people who moved “rocks” for me and for people I have known.
Leadership takes many forms; I seldom hire the hard-driving people mentioned at the start of this post. Instead, I look for the quiet leaders, the people who appreciate that their organization succeeds when all of the people who comprise our team succeed. People who care, they may not always be the ones who attempt to be “in charge”, often they are the ones who work the hardest and set the best examples; these are the ones who I hire and promote.
Many small city malls have failed and deservedly so.
They didn’t fail because the basic concept is wrong. Many of these malls failed to adapt and were not flexible to the changing realities of the merchants they almost took for granted. Is it too late? Perhaps for some.
For merchants and mall operators with vision, there is an opportunity in my opinion. By combining social needs, 21st-century environmental practices with the basic convenience, utility, and economics of “one-stop” shopping … there is a future.