In my last Blog I reflected on the thought that when it comes to leading people, one of the hardest things to do is: to lead the people (read here).
And even though I affirmed that there are no “simple” answers, I committed to reviewing several principles that are transferable to any number of leadership environments:
When it comes to leading people, one of the hardest things to do is, well, to lead people.
There are no simple “quick-fix” answers, despite the many “how I did it books in five easy steps” as well as my own brief weekly blogs on leadership that have accumulated over the past 5 years.
With that admission, I have been thinking about a few simple core leadership principles that can be utilized as a starting point in leading an individual team member – principles that can also be extended person-by-person to each member of the team.
Because September was “National Preparedness Month” in the United States I am encouraging readers to set aside time to plan for emergencies that - hopefully – will never happen where we live.
Last week I listed the first 5 of the 10 questions that, when answered, will assess ones’ level of personal preparedness for an emergency or natural disaster. The idea is to develop a personal “score” that can then be converted into a “to-do” list to improve our level of personal readiness.
In the past several weeks the News has been littered with reports on the impact from Hurricanes, flooding, and earthquakes. And coincidently (or maybe not!), September is “National Preparedness Month” in the United States, during which government leaders at every level encourage every citizen to personally prepare for such events.
This week I conclude a discussion regarding creating and sustaining an organizational culture where people work well together and are supportive of one another. Along the way I have also been careful to point out that these brief blogs are unashamedly short – and correspondingly limited in thorough content.
Even so, there are at least three factors that must be understood and embraced by each member of a functioning enterprise in order to maximize relational harmony, consistency, and effectiveness.
In part 4 of a continuing discussion about creating a culture where people work well together, I again admit that these short posts are easily an oversimplification of more complex organizational realities. This is especially true since I am limiting this topic to three essential factors that I propose are central to establish a healthy and supportive relational climate in an organization – yet space limits are space limits!
"To win in the marketplace you must first win in the workplace.”
Doug Conant, CEO of Campbell’s Soup
This week I continue the discussion regarding creating a culture in an organization where people work well together and are supportive of one another. And yes, admittedly, creating and maintaining such an environment is not an easy task. It takes the courage to lead.
I have also previously plead “guilty” to the likelihood of oversimplification by narrowing the focus to only discuss three essential factors that must be developed, and maintained, to establish a healthy and supportive relational climate in an organization.
"Teamwork is what the Green Bay Packers were all about. They didn't do it for individual glory. They did it because they loved one another." - Vince Lombardi, Head Coach
As I mentioned last week, creating a culture in an organizational environment where people work well together and are supportive of one another is not an easy task. And once created, such a culture is also not automatic thereafter – it must be guarded, nurtured, and maintained.