I ask this question a lot. My team knows that when they come to me with a question, this is likely the question I’ll come back with first. Sometimes I even preface it with, “I don’t know.” As leaders in our organizations, it’s up to us to coach colleagues and our employees through finding that answer. More often than not, when I ask this question, my team has a better answer than I do — or one that I hadn’t thought about before.
It can be a powerful technique, especially if there is no single right answer – a situation that will be familiar to anyone doing leading-edge work. But it only works in an organization that values listening.
Building or reinforcing a great culture can require a lot of work. But investing in your company’s culture will have a major impact on performance. What do we mean by culture? Culture is a set of i…
Via Alexis Assimacopoulos
Ron McIntyre's insight:
Words worth reading and applying to your life and business..
Since Foutty’s December 7, 2015 promotion, she has delivered her vision of the firm—collective unity and individual professional longevity through fulfillment—via direct personal interactions whenever possible. Of course, written communication is inevitably necessary in which case Foutty carries into it her stance that “intimacy is of utmost importance.” She has a very deliberate fireside style that promotes three primary messages:
“Strategic choices in time and career management must inevitably be made, but health and family are at the forefront; Assume and expect positive, glass-half-full, intent in all your interactions; and Take a step back and know ... [as leaders], your only job is to ensure everyone is as successful as possible.” What’s more, she enjoys great personal vigor and fervor recounting the triumphs and knowledge gained by asking for help and portrays doing so as a strategic asset.
Mark Zuckerberg. Steve Jobs. Elon Musk. Tony Stark. Only one of those four is fictional, but all share in a popular mythology that the most successful CEOs are independent visionaries who create value through sheer inspiration and force of will.
As companies grow, so does the need for external support. That idea has deep roots in the American ideal of rugged individualism. And for startup founders, it means the weight of their companies' success or failure ultimately falls on them. This is a heavy burden for first-time founders especially, but it obscures a truth that applies to many more: Leading a successful company often requires an enormous amount of support, and not just from employees within their own organizations.
At any rate, that was my suspicion based on my own experience as a startup founder. So I put it to the test (albeit unscientifically) by surveying 56 venture-backed startup CEOs on how they get the personal and professional support they need to keep their companies moving forward. This anonymous survey targeted three groups:
Seed-stage CEOs, whose companies have raised less than $5 million in outside capital Early-stage CEOs, whose companies have raised $5–25 million Growth-stage CEOs, whose companies have raised more than $25 million What I uncovered was a dramatic departure from the image of the hero CEO. From executive coaches to support groups and personal therapists, CEOs rely on a surprising range of people to help them succeed. It truly takes a village.
The ADP Research Institute recently completed its 2016 Evolution of Work study, which analyzed key factors transforming the global workplace. They identified five basic human needs that today’s workers are looking for: freedom, knowledge, stability, self-management and meaning.
Most businesses understand the importance of providing stability and learning and development opportunities. But that doesn’t always factor in the need for meaning, freedom and self-management. As leaders of a global workforce, it’s essential that we provide these values in order to build a team of great employees who are enthusiastic about their work and workplace.
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