Need to Connect?
In my consulting business, I’ve had some interesting observations working with clients who have hired me to work through important organizational changes. Here’s my perspective on leading through change – based on the concept of mutual success.
In typical Les McKeown style, he gets right to the heart of the matter: explaining how companies can break through the inevitable gridlock that exists within any organization. Check out my video interview with Les, in this post.
The complexity of the worldwide markets, combined with an increased rate of change, were the top remarks. In attempting to deal with the challenges of the current economy, business leaders cited one quality above all others that can help employees to make a difference.
Building and leading a high-performance team requires an understanding, first and foremost, of your own personal leadership style. The best leaders are aware of their strengths and weaknesses, and can identify exactly what the team needs (and what skills they need to hire) to succeed. That’s where the talent of the team comes into play.
If the customer doesn’t know what your product or service can do, they’ll never buy. And, if your competition is telling your story for you, then the customer will never know how you can make a difference. (And, by the way, it’s “the” customer, not “your” customer, because of what they don’t know).
Motivation is a mystery; it’s one of those words like “stress”, or “jubilation” that fall into a category called “nominalizations”. These are words that we use to describe something that is intangible, and only exists for those who experience it. You can’t put my motivation in a bucket, or in a chair. Sure, it’s real for me, but virtually impossible for me to [tangibly] share with you.
From a recent question on linkedin, regarding the “Pygmalion Effect”. Do high expectations and motivation create high performance?
Westfallonline.com
