Great Leaders Aren’t Afraid to Love Their Teams

Love their Team TwitterOne frustrating thing I see in leaders from time to time is a negative attitude towards people. Many choose a career in leadership who don’t like dealing with people. Unfortunately, they usually find they are less effective as a leader with this mindset. The reason is that leadership is inherently a people business.

“Leadership is a people business.”

The entire role of a leader is to motivate a team of people towards accomplishing an objective. Great leaders know that. They also know people are messy. People have issues, problems, emotions, quirks, hang-ups, baggage, and can be unpredictable. A great leader can see past the flaws, love their people, and motivate them to do great things. In my opinion, you can’t be a great leader if you don’t love people.

“Great leaders actually love their teams more than they love themselves.” Donald Miller

Donald Miller, founder and CEO of Storybrand, sees it the same way. I like his thoughts on this subject as he reflects on the culture he built at his company. One of the core values he put in place was to “make his employees’ dreams come true by serving clients faithfully.”  I thought it was interesting that he purposely intertwined serving customers with the dreams of his employees. In his view, loving your employees means helping reach their full potential.

“Great leaders can see the greatness in others when they can’t see it themselves and lead them to their highest potential they don’t even know.” Roy T. Bennett

Miller credits the growth of his company to the “secret ingredient” of love. Things changed at his company as they started to live out these core values. As he loved and respected his employees, they loved each other, and they worked as a team to better serve customers. He built a culture of respect with a foundation in love.

He explains that love can be quite scary, though:

Love doesn’t give you complete control over people. Love means you can’t disrespect them when you’re frustrated. Love means you really understand that people aren’t just a cog in a wheel. Love means you have to allow people to hurt you and let you down, and they will, just as you will them. But love also means you forgive, you don’t keep score, you show grace and you protect each other at all costs.

 And sometimes, protecting people means you have to let some people go. People that don’t fit into the culture or try and take advantage of the environment need to be dealt with. The sooner you address it, the better it is for that employee and the rest of the team.

He has two fundamental rules which has helped him create a culture of love and respect:

  1. Hire people who are better, smarter and faster than you.
  2. Never mess with their hearts.

What do you think? Does love belong in the workplace? Can a culture of love and respect boost a company’s performance? How will employees react when they feel their boss truly cares about their hopes and dreams? Why don’t more leaders practice this? Let me know in the comment section below.

The Truth about Authenticity

real fake

While fake news is often hard to spot, phony advertising, inauthentic companies, and fake people aren’t.

I was listening to my favorite podcast the other day and I heard it. I wasn’t listening for it, but it was obvious. Commercials on podcasts usually involve the host telling you how great a product or service is. It’s typically something they have used personally and they give you their own perspective. It’s almost like an endorsement, so advertisers normally give the host freedom to ad-lib. The result is an advertising segment that seems genuine and authentic.

That’s why it stood out to me when the host of the podcast read this advertisement segment verbatim. It was for the new Toyota CH-R. The ad seemed like it was written by a high-priced Madison Avenue firm. Every word was carefully selected, the message was perfectly crafted, and it was likely focus-tested to provoke a picture-perfect response. The host even read the flawless, well-written legal disclaimer at the end. To me, it sounded phony.

In the podcast world of personal-endorsement-style advertisements, this one felt fake. It didn’t seem truthful or genuine. It was over-produced, over-engineered, and too perfect. It wasn’t real.

“There’s authenticity in a first take.” Mike Rowe

Mike Rowe of Dirty Jobs fame would agree. He made a living off being “authentic.” He said, “Dirty Jobs didn’t resonate because the host was incredibly charming. It wasn’t a hit because it was gross, or irreverent, or funny, or silly, or smart, or terribly clever. Dirty Jobs succeeded because it was authentic.” The show was the first of its kind. There was no script, no rehearsal, and only one take. They turned the cameras on and Mike responded and reacted to his environment. It was genuine and people loved it.

“I believe the enemies of charm are deliberateness in much the same way I would argue that the enemies of authenticity are production.” Mike Rowe

Companies can also be inauthentic when they aren’t true to their message. Think about Subway restaurants. They’ve used the advertising slogan, “Eat Fresh,” since 2002. They came under fire when it was discovered they used azodicarbonamide in their bread as a conditioner. Food blogger Vani Hari, of the popular food blog Food Babe, originally drew public attention to this issue. She revealed that azodicarbonamide was the same chemical used in yoga mats and shoe rubber. In 2014, after public pressure grew, Subway stopped using the chemical in their bread recipes.

But the damage to Subway was done. Subway’s sales fell. They lost 3% in 2014, despite opening 778 new stores. They faced eroding public perception regarding the quality of their food while still using the “Eat Fresh” slogan. The main reason they lost consumer confidence was because they were seen as phony and inauthentic. You can’t claim “Eat Fresh” and use a yoga mat chemical in your bread.

People can be fake as well. People who make promises with no intention to keep them, those that make friendships only for personal gain, or those that have hidden agendas are seen as shallow and phony. You can probably name people with these qualities where you work. They can be successful in the short term but only until people learn their true character. Then, no one wants to work with them.

“People with good intentions make promises, but people with good character keep them.” Anonymous

In a world where we are surrounded by phony people and messages, how can we be more authentic? Let me suggest three things.

Be true to the first take. Avoid over-processing and over-engineering your message. A product training video, for example, that has a few mistakes seems more real than one that has been carefully edited. A quick, witty tweet delivered at the right time will get more attention than a perfectly polished post. We are bombarded daily with highly-engineered, focus-group tested messages. An honest first-take is refreshing and seems more authentic.

Be true to your company promise. What does your company stand for? What is the brand promise? Whatever it is, make sure you are delivering to that promise. If you commit to 24 hour deliveries, make sure you are built for speed. If you promise the “lowest prices,” make sure you know that’s true. If you claim “eat fresh,” then know what’s in your recipes. Being true to your brand promise will make you appear more authentic.

Be true to others. Nobody wants a fake friend. Be real. If you make a promise, deliver on it. Build relationships based on mutual respect not hidden agendas and personal gain. Be there for people in the good times as well as the bad. Put others ahead of yourself. Don’t talk behind their backs. Show respect for everyone on your team. Being true to others and being a person of character will make you more authentic.

Let’s get rid of fake news and, while we’re at it, let’s get rid of phony advertising, untruthful companies, and fake people. Authenticity is rare. We will stand out if we embrace reality and stop being so over-engineered on fake. Embrace your genuine self, be original, and see what happens. It certainly worked for Mike Rowe.

What do you think? Does authenticity stand a chance today? Are there other reasons why “Dirty Jobs” had such mass appeal? How can we employ authenticity in our messaging? What are some other examples of authentic or inauthentic companies? What was the result? Let me know in the comment section below.

Trust and Speed: Lessons from Percy Barnevik

Percy WP

How do you get a large, multinational company to move fast? You do what Percy Barnevik did at ABB in the late 80’s and early 90’s. You push decision making to the lowest level and embed a culture of decisiveness at all levels.

What seems like a simple idea is actually very difficult. For large companies, the desire for certainty as well as a need for command and control tends to force decision making to the top. Companies then add layers of bureaucracy to ensure compliance with the orders from headquarters. The result is a slow moving, cumbersome organization where employees are not encouraged to color outside the lines.

Barnevik did not want this for his new company. In 1988, when he created ABB by pulling off the largest merger in European history, he quickly moved to embed a culture of decisiveness. He did this by keeping operating units small, limiting the decisions coming out of headquarters, and preaching the value of decisiveness.

I was running one of those operating units in ABB at the time and it was one of the best jobs I ever had. As I discussed in Barnevik on Decisiveness, I loved working for Barnevik. He got things done. He was decisive and he expected the same from his employees. The company culture at that time reflected his personality. We moved fast and we fixed it along the way.

The main thing I remember from that time is that Barnevik trusted us to make decisions. He had faith in his business unit leaders. He knew that we would occasionally make mistakes but he trusted us to always make it right. There was a culture of speed, decisiveness, and forgiveness. If you made a bad decision, it was not the end of your career. You were expected to fix it and move on.

What do you think? Have you worked in a similar fast-moving culture where there was trust at the top? What was it like? Have you worked in a heavily bureaucratic organization? How was that experience? How does the company culture affect your attitude towards your job? Let me know in the comment section below.