How would you like to be the best in the world at something? Sounds amazing, doesn't it? Images of the world's best chef, runner, actor, golfer, or even the best CEO may come to mind. But what if being best in the world at also put you at the world's greatest disadvantage?
All too often, we feel like we’re taking a risk simply because we’re going out and spending some money to acquire new resources. And to be fair, this is partially true. Spending money on a new resource does give you the potential of delivering new value.
But that potential value will never be recognized until you step up and spend some of your leadership capital as well.
I recently had lunch with a friend of mine. We get together on a semi-regular basis and, while we discuss many issues, most of our time is spent talking about our professional lives.
Just what is employee engagement, anyway?
According to HRZone, it’s “The emotional attachment employees feel towards their place of work, job role, position within the company, colleagues and culture— and the affect this attachment has on wellbeing and productivity.”
Sounds like something employers should care about, doesn’t it?
There's a lot of talk about the benefits of a strong organizational culture, and increasing amounts of research to back it up. Great company culture can result in happier, more engaged employees, lower turnover, higher profitability, and even increased customer satisfaction.
But there is another benefit to consider as well. A strong culture will allow your organization more leeway when it comes to taking risks and making mistakes— two things that are critical to organizational growth.
We’ve all done it. Or if we haven’t done it, we’ve seen it happen. Managers, owners, and company leaders who allow certain employees to hang around way longer than they should. Even when it is completely obvious to everyone that they are no longer a good fit.
In many cases, it’s simply a matter of poor leadership, and not owning up to the toughest, most unpleasant parts of the job. But sometimes it’s more than that. Sometimes it’s personal.
Of course you want more sales! Everyone does. But hiring a new salesperson who can produce on par with your most successful salespeople is one of the most difficult hires to make. And the truth is, you might not even need to.
The kind of people you most want in your company aren’t interested in being managed. What employees really want is to be led. So which one are you… a manager or a leader?
Every person who comes into your organization will have an adjustment period and a learning curve. Some will be longer and steeper than others. But no matter what the trajectory is, your new hire’s success will depend on your immediate ability to build confidence and create momentum.