I Am Not Smart… I Am Persistent!

In my work life, I’ve received many compliments. I have a hard time accepting the one that says I’m smart. People look at my credentials (like the fact that I’m a nuclear engineer, or that I studied at Cambridge University) and assume that it takes intelligence to do these things. I completely disagree. The one quality I have and want to see most from my employees is persistence.

Why Persistence?

Persistent people are resilient.

They power through adversity, working through obstacles step-by-step without losing enthusiasm. They bounce back quickly from bad news and rejection by refusing to let negative emotions derail their efforts. They know that setbacks are inevitable on the path to success and that it’s only by learning from mistakes that people can become better at what they do.

[bctt tweet=”It’s only by learning from mistakes that people can become better at what they do.” username=”jonsrennie”]

Persistent people adapt and learn.

They believe every outcome, positive or negative, is a chance to learn and get better. They understand “failing fast” is important because it provides instant feedback to make course corrections. They view problems as opportunities not obstacles.

[bctt tweet=”Learning from both positive and negative results will help you grow as a person, which is essential for success in any field!” username=”jonsrennie”]

Persistent people have perspective.

In the face of adversity, they remain optimistic. They know that with hard work and dedication, success is just around the corner. They also see the big picture. However tough their situation is, they know it could be a lot worse.

[bctt tweet=”Remind yourself that even if something does go wrong, things can always be worse!” username=”jonsrennie”]

Persistent people are patient.

Persistent people are not surprised by failure. They know some setbacks will occur and are not frustrated by them. They keep moving forward despite the circumstances.

[bctt tweet=”The most successful people are the ones who are able to fail without letting it get them down.” username=”jonsrennie”]

Persistent people find ways to recharge.

They surround themselves with co-workers, friends and family who support them through their journey. This gives them outlets to work out their concerns and frustrations to strengthen themselves for the long fight.  They can push harder knowing they have a support system backing them up.

[bctt tweet=”Having a support system provides outlets for your concerns and frustrations, which can strengthen your resolve during a long fight. ” username=”jonsrennie”]

Persistent people are naturally optimistic. 

People who persist in their pursuits are confident and have a sense of control. They remain confident in their ability to overcome obstacles and challenges, and they believe that a positive outcome will result from their hard work. Thus, they persist for long periods of time.

[bctt tweet=”Persistent people are motivated to do things that require long-term effort. ” username=”jonsrennie”]

Persistent people are hard to beat. 

When faced with difficulties, they don’t sulk or get depressed, they act. When they get hit, they punch back twice as hard and they don’t quit. They are difficult to compete against. As Babe Ruth famously said, “You just can’t beat the person who never gives up.”

[bctt tweet=”“You just can’t beat the person who never gives up.” – Babe Ruth” username=”jonsrennie”]

Persistent people are reliable and dependable.

They are people of action. They get things done. Even when overwhelmed, they find ways to power through. You can rely on them to deliver. Persistent people know how to focus on the task at hand and get the job done. They don’t waste time or energy on what could be better spent doing their work. These people know that if they don’t get it done today—and there is always something more important to do—it will only be harder tomorrow when they have to do it again!

[bctt tweet=”Determined and relentless, persistent people know how to focus on the task at hand and get things done.” username=”jonsrennie”]

Persistent people are stable.

They understand mental, physical, and spiritual toughness are essential for long-term success. They take care of themselves so they can lean into their problems and not get blown away by every challenge they face

[bctt tweet=”Achieving a goal can take a lot of effort, so it’s important to stay healthy so you don’t get burnt out.” username=”jonsrennie”]

Of all the traits an employee can have, I believe persistence is, by far, the most important.

Persistent people demonstrate an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult. They are not deterred by failure, or even by success. They see every day as a new opportunity for growth and improvement, and they know that if they stick with it, they’ll get where they want to go.

Persistence is an essential skill for anyone who wants to succeed in life because it’s the ability to keep going even when things don’t go according to plan. The persistent person is able to overcome any obstacle and continue on their path toward success.

[bctt tweet=”“Energy and persistence conquer all things.” ― Benjamin Franklin” username=”jonsrennie”]

Having persistent employees, who never quit, is a huge asset for any company. CEOs are looking for those special people who can step up and deliver results regardless of adverse circumstances. They are looking for optimistic leaders who don’t let problems or setbacks derail their efforts, people who power through adversity with an optimistic mindset.

As a CEO, I look for people with a history of persistence. I look for the engineer who worked two jobs and went to night school for six years to graduate, the veteran who served two combat tours, or the plant manager who worked their way up from the shop floor. They are the people who are going to make a difference in my company.

What do you think? Is persistence the most important employee attribute? Are there others that are more significant? What makes persistent people so valuable? Can you build resilient company culture by hiring and promoting persistent employees?

Let me know your thoughts below.

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If you want to become a better leader, order my latest book You Have the Watch: A Guided Journal to Become a Leader Worth Following.

This guided journal provides daily leadership guidance and reflection for an entire year. Each week, you will learn a new leadership skill. Each day, you will explore a new facet of that skill. As you do the work and put in the reps as a leader, this journal will be your constant companion. By the end of the year, you will master fifty of the most important leadership skills.

 

 

[Photo from Canva]

Finding Balance: Critical Elements of Managing People

I once worked for a boss I labeled “TQ”—for Twenty Questions—because he was constantly asking me questions about my work.

He micromanaged every aspect of my responsibility and I hated it.  He was way too involved in my decisions as if he didn’t trust me to make any on my own.

On the other hand, I had a different boss who was completely disengaged. He was a hard man to track down unless something went wrong. He was aloof and disconnected. He never visited our location or met with us, and it felt like he didn’t care and that our team wasn’t important to the company.

Both leaders had taken their level of involvement to an extreme and, in each situation, it led to my frustration.

Therein lies the challenge of leadership, finding the right balance.

[bctt tweet=”The quest for balance doesn’t just relate to leadership involvement either, it permeates every aspect of managing people. ” username=”jonsrennie”]

Think about these other leadership dimensions:
  1. If a leader is too emotional, there is unnecessary drama in the office. If a leader is emotionless, the organization feels cold and callous.
  2. If a leader is too optimistic, the company is overly aggressive and misses targets. If a leader is too pessimistic, the organization never pushes to new levels of performance.
  3. If a leader is too aggressive, the organization might cut corners and take too many risks. If a leader is over-cautious, the company may miss out on important opportunities for fear of failure.
  4. If a leader is too nice, poor performers are rarely disciplined. If the leader is too mean, a toxic environment can exist that affects overall morale.
  5. If a leader is too knowledgeable, the team depends on them for all the answers. If a leader has only a limited understanding of the business, there is a lack of respect and the possibility that people could take advantage of the situation.

Finding balance as a leader is critical but determining the right balance in every leadership situation is difficult. 

It requires self-awareness and a willingness to listen to constructive feedback.

[bctt tweet=”Leaders who are looking for balance need to have an empathic ear to listen to employees’ concerns.” username=”jonsrennie”]

They need to be sensitive to areas where they may be acting in an extreme manner.

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If you want to become a better leader, order my latest book You Have the Watch: A Guided Journal to Become a Leader Worth Following.

This guided journal provides daily leadership guidance and reflection for an entire year. Each week, you will learn a new leadership skill. Each day, you will explore a new facet of that skill. As you do the work and put in the reps as a leader, this journal will be your constant companion. By the end of the year, you will master fifty of the most important leadership skills.

 

 

[Photo from Canva]

 

What’s up with Leadership Theories?

For the past three decades, I have been practicing leadership. I have read countless books and articles during that time, but I was primarily a practitioner. I was in the trenches, unaware of the shifting thoughts on leadership. I had no idea what was happening in the greater world of leadership theories.

As I researched leadership theories for this thread, I realized that the past thirty years have been a renaissance in leadership thinking. As researchers acknowledged the complex and challenging world in which leaders operate, they have evolved their thinking about the role of leaders (Benmira & Agboola, 2021). Researchers have now embraced the need for leaders to engage followers and empower them to reach their full potential (Eva et al., 2019). The idea of considering the needs of employees is a major theoretical shift.

[bctt tweet=”Researchers have now embraced the need for leaders to engage followers and empower them to reach their full potential” username=”jonsrennie”]

In the 1840s, leadership theory centered only on the leader – the “Great Man.” Scottish writer Thomas Carlyle argued that “leaders cannot be developed rather, they are by birth with God-gifted capabilities” (Shafique & Loo-See, 2018, p. 267). In the 1930s, the Great Man theory evolved into Trait theories. The idea was that leaders could be both born or made, but the aim was to “identify the right combination of characteristics that make an effective leader” (Benmira & Agboola, 2021, p. 3). Again, all the focus was on the leaders themselves.

In the 1940s and 1950s, thinking evolved from traits to behaviors. Researchers looked for effective behavioral patterns managers could learn to “ensure effective leadership” (Benmira & Agboola, 2021, p. 3). In this behavior period, we see the first acknowledgment of the importance of follower engagement. Blake and Mouton’s Managerial Grid framework of 1964 recognized the need for employee-oriented behaviors (Shafique & Loo-See, 2018). They created a two-by-two matrix divided into four quadrants where “concern for people are taken on the vertical line, and concern for the job is taken on the horizontal line” (Shafique & Loo-See, 2018, p. 269). Here we see the start of more employee-centric thinking.

It was not until the 1990s, however, that we saw a full embrace of employee engagement in a period known as the New Leadership era (Benmira & Agboola, 2021). During this time, the focus became “on the complex interactions among the leader, the followers, the situation and the system as a whole, with particular attention dedicated to the latent leadership capacities of followers” (Benmira & Agboola, 2021, p. 4). The research during this time eventually led to a new way of thinking called Servant Leadership.

Servant Leadership is defined as an “other-oriented approach to leadership manifested through one-on-one prioritizing of follower individual needs and interests, and outward reorienting of their concern for self towards concern for others within the organization and the larger community” (Eva et al., 2019, p. 114). It’s about engaging employees to actively participate in the company’s overall success by taking care of their personal needs and interests. In my experience, it’s the preferred way to obtain sustained high performance in a complex organization.

[bctt tweet=”Servant Leadership is the preferred way to obtain sustained high performance in a complex organization” username=”jonsrennie”]

When we forget about the needs of our people, we fail as a leader. In our reading this week, we see an ancient story of failed leadership almost 3,000 years old. We see a fatal mistake from King Solomon’s successor, Rehoboam. His failure to meet the needs of his people led to a decline and division of a once great kingdom 1 Kings 12:1-19 (New International Version, 1978/2011).

Even though the dividing of Israel is part of God’s response to Solomon’s sin, we can still look at the mistakes of Rehoboam from a leadership perspective. Rehoboam had an opportunity to be a great leader when his people came to him and asked for better treatment. Instead, he not only ignored their pleas but doubled down on their harsh treatment. His failure to listen to his people’s needs and be a servant leader led to a full-scale rebellion 1 Kings 12:1-19 (New International Version, 1978/2011).

We face the same risk if we do not embrace a more employee-centric way of leading.

References

Benmira, S., & Agboola, M. (2021). Evolution of leadership theory. BMJ Leader, 5(1), 3-5. doi:https://doi-org.ezproxy.liberty.edu/10.1136/leader-2020-000296

Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132. doi:https://doi-org.ezproxy.liberty.edu/10.1016/j.leaqua.2018.07.004

New International Bible. (2011). The NIV Bible. https://www.thenivbible.com (Original work published 1978)

Shafique, I., & Loo-See, B. (2018). Shifting organizational leadership perspectives: An overview of leadership theories. Journal of Economic & Management Perspectives, 12(2), 266-276. Retrieved from https://go.openathens.net/redirector/liberty.edu?url=https://www-proquest-com.ezproxy.liberty.edu/scholarly-journals/shifting-organizational-leadership-perspectives/docview/2266935209/se-2?accountid=12085 https://liberty-alma-exlibrisgroup-com.ezproxy.liberty.edu/openurl/01LIBU_INST/01LIBU_INST:Services??url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%253Aabiglobal&atitle=Shifting+Organizational+Leadership+Perspectives%253A+An+Overview+of+Leadership+Theories&title=Journal+of+Economic+%2526+Management+Perspectives&issn=25235338&date=2018-06-01&volume=12&issue=2&spage=266&au=Shafique%252C+Imran%253BLoo-See%252C+Beh&isbn=&jtitle=Journal+of+Economic+%2526+Management+Perspectives&btitle=&rft_id=info:eric/&rft_id=info:doi/