Category: Self Improvement

I’ve received many compliments over the years in my work life, but the one I have the hardest time accepting is when someone says I’m smart. People look at my credentials, like the fact that I’m a nuclear engineer, I’ve led nine different manufacturing businesses, 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 that I want to see most from my employees is persistence.

“Energy and persistence conquer all things.” ― Benjamin Franklin

Persistent people exhibit fierce resolve. Acclaimed business writer, Jim Collins, uncovered this important characteristic of the best leaders and wrote about it in his landmark HBR article Level 5 Leadership: The Triumph of Humility and Fierce Resolve. He found these people had an internal drive, a mantra, a mission that drove them to continue to pursue their goals regardless of circumstances.   As I have written in an earlier article, persistent people demonstrate an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult.

Of all the traits an employee can have, I believe persistence is, by far, the most important. Here’s why I love working with persistent people.

Persistent people are resilient. Failures and setbacks seem to only fuel their efforts. 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.

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.

Persistent people have perspective. They see adversity as only temporary. They know that, with hard work, 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.

Persistent people are patient. While most people are surprised by failures, persistent people see it as part of the process. They expect some setbacks will occur and are not frustrated by them. They keep moving forward despite the circumstances.

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.

Persistent people are naturally optimistic. They persist for long periods of time because they believe a positive outcome will come from their hard work. They remain confident in their ability to overcome obstacles and challenges.

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.”

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 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.

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 the 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 a resilient company culture by hiring and promoting persistent employees? Let me know your thoughts below.

Learn more in my new book, I have the Watch: Becoming a Leader Worth Following.

In 30 years of work, I wish I could say I have never had a bad boss. The truth is, I have had a few terrible bosses. Part of the problem is a lack of formal leadership training which I wrote about in an article called Desperately Seeking Leadership. The sad truth is most managers today have not received any formal leadership training.

The other part of the problem is that some people are just jerks.

[bctt tweet=”Some people are just jerks.” username=”jonsrennie”]

Amy Osmond Cook wrote about this in an article that inspired this post, Are You a Jerk? 10 Questions to Ask Yourself. In the article, she provides a quick self-assessment to check your level of “jerkness.”

Applying this thinking, I created a list for you to evaluate your boss to see if they are a jerk:

1. They won’t give you their full attention. A sure sign your boss is a jerk is if they are more interested in their phone, their computer, or their paperwork than you. Great bosses stop what they are doing to listen to their people. Jerks don’t.

2. They make promises with no intention to keep them. Bad bosses make false promises to get what they want from people. They will tell employees what they want to hear with no intention of keeping their word. Great bosses meet their commitments to their people. Jerks don’t.

3. They keep all information close to the vest. Great bosses trust people and they are open and honest with communications. Bad bosses don’t trust anyone and they rarely share information for fear it may be used against them. If your boss keeps you in the dark, they are probably a jerk.

[bctt tweet=”Bad bosses don’t trust anyone and they rarely share information for fear it may be used against them.” username=”jonsrennie”]

4. They stay isolated. The closed-door to your boss’s office is a sure sign he wants to be left alone and a pretty good indication they may be a jerk. Poor bosses stay isolated, they rarely visit their employees, and they avoid spending time with the workforce. If your boss has never visited your work area and has no idea what you do for the company, they are probably a jerk.

5. They care more about their career than the company. Jerk bosses make every decision based on how it will look for their career. They care only for themselves and are willing to allow bad things to happen to other departments and employees if it makes them look good. Great leaders put the company and its people ahead of themselves.

6. They don’t show respect for your time. If your boss is constantly late to meetings, frequently reschedules appointments, or keeps you in discussions long after the end of your shift, they are either a poor planner or a jerk. Great leaders treat their people and their time with respect. Jerks only care about themselves.

[bctt tweet=”Great leaders treat their people and their time with respect. ” username=”jonsrennie”]

7. They don’t trust you to make decisions. Your boss may be a jerk if they micromanage and don’t trust you to make decisions. Great leaders inspire and empower people because they trust them. If you get the feeling your boss doesn’t trust you or your peers, you are probably working for a jerk.

8. They don’t give you unfiltered access to senior management. Because jerk bosses are primarily motivated by their career, they spend a lot of time controlling the message to their supervisors. They fear you will mess up that message and reveal the truth. If your boss is keeping you away from their boss, they are probably a jerk.

9. They use words like “I” more than “We.” There’s no “I” in team but there are a lot of them coming from jerk bosses. Listening to a leader talk to their boss will give you an indication of their jerk level. If you lose count of the number of times they say “I” especially when you know they should be saying “We” you are probably working for a jerk.

10. They rarely provide praise but they carefully document all criticism. A clear sign your boss is a jerk is if they put all criticism in writing and rarely praise your work. Putting negative feedback in writing is a sign they are documenting a case against you if there is ever a dispute. Remember, a jerk boss cares about their career, not yours.

If you have a boss that exhibits two or more of these signs, there are three things you can do:

1. Confront them. This needs to be done carefully. Please see my article Should I Stay or Should I Go? What to do when you Disagree with Management to get some ideas on how to do this.

2. Learn from them. As a Naval Officer, they taught us to learn from every leader you serve with, good or bad. Learn the things you like and will emulate in the future and learn the things you will never do. A bad leader helps you see things to avoid in your own leadership style.

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.

 

 

“As a leader you set the tone for your entire team.” ~ Colin Powell

You did it. You got the big promotion. You now have the opportunity to lead. You’re about to take over a department, a team, or a business. That’s great…now what?

After leading eight different manufacturing businesses in my career, I have learned the first 100 days are critically important. This is when the new leader sets the tone for how the business will be run under their leadership. There is only a small window of time when you have the full attention of the workforce so your actions need to be carefully considered.

The first thing to understand about leadership in the first 100 days is that you’re under a microscope. Everyone is watching you. Everything you do is seen. Everything you say is dissected and discussed. People notice where you go and even what you look at. (See a personal example of this here)

This is good news! It means you have an opportunity to make a huge impact if you take advantage of all the attention on you in these early days.

Here are some items that need to be on your list of actions:

1. Create a Buzz. Do one thing that everyone will be talking about. This can be a big or small item but it needs to send a message about how you will lead. As an example, when I took over one business, I noticed all the managers had assigned parking spots in the front of the building. I quickly found the maintenance manager and had him paint over all the manager’s parking signs including my own. My point was that managers are not more important than anyone else and shouldn’t have assigned parking. We are all in this together

2. Listen & Learn. Spend the first few weeks listening and observing. Look for the things that are going right and the big things that need to be fixed. I also like to have one-on-one meetings with as many employees as I can. The one question I ask them, if you were in my shoes, what would you do first? It’s amazing how much consensus there is on what needs to be fixed.

3. Walk Around. During the first 100 days, it’s important to be present. People need to see you walking around, talking to people, and observing the day to day activities. This accomplishes two things. First, you continue to learn more about your team. Second, you are seen as actively engaged and approachable. Nobody wants a boss who just stays in their office and doesn’t even know what their people do.

4. Set Expectations. It’s only fair that you also communicate your expectations to your team. For example, if you expect people to not use computers in meetings, tell them. If you want a monthly report from each manager, let them know. Don’t expect them to read your mind. I send a list of 10 expectations to my team in the first few weeks so they know what I expect and they don’t have to guess.

5. Cast a Vision. At the end of the first 100 days, your team’s strengths and weaknesses will be clear. You will also understand the opportunities and threats. The goal now is to communicate a clear vision for your team. Consider where you want to go and how to get there. Communicate this vision to your team in a way that is clear and concise.

Leadership in the first 100 days is an exciting time. You are under a microscope which means you have an opportunity to make a huge impact if you take advantage of all the attention on you.  These five steps will help you get a jumpstart on your new role and position your team for success.