Best-selling leadership author Simon Sinek explains 5 ways to really look after your employees.
After safely leading 22 members of the Air Force through combat in
2002, Lieutenant Colonel Mike "Johnny Bravo" Drowley, an airman in the
United States Air Force, told best-selling leadership author Simon Sinek
that there are fates worse than death: accidentally killing one of your
own men, or going home alive when one or more of your men does not.
That mindset--total devotion to your people--translates into a
crucial leadership lesson to those individuals who are in charge of
different kinds of "troops:" entrepreneurs.
"Johnny Bravo commands the kind of loyalty the rest of us couldn't
buy," says Sinek, in remarks that kicked off the Inc. 500|5000
conference Thursday morning. "Without a doubt, he will be there for
them. This is how trust is formed."
Sinek, the author of Start with Why: How Great Leaders Inspire Everyone to Take Action, challenges entrepreneurs to build similar loyalty and trust with employees.
"Because you own the company, you're the boss," said Sinek. "But
you're not a leader until you make it your job to look after others."
To begin truly looking after your team (to do more than just run your
company), ask yourself two questions: "Why are you building a business
in the first place?" and, "At the end of your life, what do you want to
be the reason you built your business?"
Here's five ways Sinek says you can turn your answer to this question into day-to-day action:
Roam the halls.
Talk with your employees. In person. Don't hide behind technology. If
you're sending out e-mails to find out how people are doing, you're not
listening.
Recognize good work publicly.
Sure, sometimes you need to discipline employees, but--when they do a
nice job--let them, and the whole team, know it. Small acts of kindness
go a long way.
Tell the personal story of how you got started--often.
Sinek points out that the best businesses are founded to address real
human problems--problems entrepreneurs have passion for. Let your
employees know how the original idea came to be, and all the challenges
you faced plowing ahead in spite of them. Create lore.
Mark what you represent.
Sinek is a big believer in symbolism. The more you stand for
something, the more your logo--and other markers--serve as a symbol to
employees of who you are. For this reason, also consider the power of
your company's color theme, and, for example, the clothes you choose to
wear.
Give employees responsibility.
Next time an employee asks you a question, respond with a question: "What do you think
we should do?" Don't just dictate the course of action. Train employees
and give them the skills they need to be decision makers, and then give
them the ability--and responsibility--to fail. Start by doing this in
circumstances when a failure's consequences won't be so detrimental.
"Your company exists not to make money," says Sinek. "Your company
exists to advance something, to do something more--and it should be for
other human beings."
http://www.inc.com/allison-fass/leadership-simon-sinek-on-truly-leading-employees.html
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