Posts Tagged ‘corporation’

Conducting business is by nature interdependent

Conducting business is by nature interdependent. It is the result of multiple interactions between multiple stakeholders every day. A stakeholder is a person or a group with a vested interest in the success of your organization and your products and services—people who can affect or are affected by the actions of your business.

Stakeholders come in many shapes and sizes. They can be found inside and outside your company. They are your employees, your customers, your vendors, your partners, your advisors, your lenders, the government, the local community, even your competitors.

Few companies have leveraged the influence of stakeholders like Starbucks, which turned a passion for coffee and taking care of stakeholders into a runaway success. Howard Schultz, the CEO who transformed the company from a small chain of coffee shops to a worldwide phenomenon, states, “If people relate to the company they work for, if they form an emotional tie to it and buy into its dreams, they will pour their hearts into making it better.”

When stakeholder relationships are strong, you have employees who work better together, customers who buy more products, strong supply chains, collaborative relationships, and seemingly infinite opportunity. Taking care of your stakeholders is good business.

This concept is embodied in a Japanese concept, Kyosei, embraced by Canon Corporation as its corporate philosophy. Kyosei is a way of living and working together harmoniously, enabling continuing growth and mutual prosperity to coexist with healthy and fair competition.

The stakeholder group that instantly comes to mind is your employees. Of all groups, they probably have the biggest stake in your business. Your employees count on you for their jobs, their income, working conditions, and their livelihood. If your business fails, employees are among the first to feel the pain.

As a business owner, you have a responsibility to all of your stakeholders, but especially to your employees. This means providing jobs, good working conditions, fair compensation, honesty in communications, access to information and tools, freedom from discrimination, and protection against unnecessary injury or illness.

Your employees are more than a group of stakeholders—they are the lifeblood of your enterprise. Spend the money it takes to hire talented individuals. Share the vision and goals of your company with them. Invest in your human capital and build teams that encourage cooperation and open communication so that they can perform to the best of their abilities.

And remember what Mary Kay Ash, pioneer of the Mary Kay Cosmetics, states, “People are definitely a company’s greatest asset. It doesn’t make any difference whether the product is cars or cosmetics. A company is only as good as the people it keeps.”

It is vital to have proper leadership coaching in an organization

It is vital to have proper leadership coaching in an organization.  It is unfortunate that in many companies, management teams have no clear understanding of how to lead.  The default for them is to micro manage others by pushing out their chest feathers and showing “who’s in charge”.  Hundreds of books exist on how to best lead a team of people and have an amazing concept between them; however you cannot effectively learn how to lead people from pages in a book.

The position you hold may hold a title of leadership, but it doesn’t mean that you automatically exude the leadership qualities.  Keep in mind; even the largest corporations have CEO’s that do not know how to effectively manage others.  Other employees of the company may have been with the company for 20 years and know their job inside and out.  Does this mean they know how to coach others?  It is important for a leader to gain respect, confidence and above all – TRUST – of their employees.  What is the first two ways to do that?  Treat them like a human; not a number and be able to do their job!  If you are willing to do their job from time to time, they are willing to go above and beyond for you most of the time.

Do you need to be over 40 to be a good leader?  Absolutely not!  Age does not matter in the least when it comes to leadership skills.  It has to do with personality.  If you have the natural leadership qualities it takes to be an amazing leader, you don’t need to be 40.  Quite a few 20 year olds hold an important leadership position!  You see, a great leader is not noticed for the title, but for the ability to motivate the team consistently; one who is always searching for new ways to motivate and improve standards.  In the effort to improve standards, the leader needs to identify weaknesses in the company and present and/or implement solutions to assist the company in gaining strength.

Another important quality of a great leader is education.  Not the degree itself.  It is all about the education on the company they work for and the understanding they have of all of the intricate details of the company.  Without this, how could the leader make a well informed decision about the company that would benefit everyone?  Is the leader able to adapt to any situation?  In the corporate world, the fancy term is “change management”.  There are those employees that are unfortunately labeled “change inept”.  We think of them as those who will come close to having a panic attack and the mention of change.  Why label them?  Why not apply the leadership skills you have and work with them to make the transition as easy as possible?

In leadership coaching , it is not training, it’s an attitude!

Nearly all managers inadvertently treat their employees in a manner that leads to less than desirable performance

Nearly all managers inadvertently treat their employees in a manner that leads to less than desirable performance. Several leaders experience difficulty delegating duties. There appears to be the automatic sentiment that the only way to get the job done right is to do it yourself. While accomplishing it yourself may appear to work, it tends to be a breeding ground for ennui, indifference, low motivation, and loss of commitment and zeal. Sharing the work can be a vast motivator, thereby fortifying the organization.

The manner by which managers treat their subordinates is mildly influenced by what they anticipate of them. If a manager’s prospects are high, output is likely to be high. If his expectations are low, productivity is expected to be mediocre. It appears there is a law that triggers an employee’s performance to rise or fall to synchronize with his manager’s expectations.

1. What a boss assumes of a subordinate and how he empowers the subordinate will combine to rapidly influence the subordinate’s performance and his career development. What is vital in the interaction of expectations is not what the boss says, but what he does. Apathy and noncommittal treatment convey low expectations and head to inferior execution. Nearly all managers are more successful in communicating low expectations to their subordinates than in conveying high expectations, even though most managers trust exactly the opposite.

2. First-class managers generate high performance expectations that subordinates can accomplish. Underlings will not endeavor for high productivity unless they consider the boss’s high expectations pragmatic and attainable. If they are pressed to strive for unattainable goals, they eventually give up trying. Upset, they settle for results that are worse than they are qualified of achieving. The encounter of a large printing corporation demonstrates this. The company discovered that production in fact deteriorated if production quotas were set too high, because the workers simply ceased trying to meet them. “Dangling the carrot just beyond the donkey’s reach” is lousy motivational tactic.

3. Inferior managers fail to cultivate high expectations for their minion. Successful managers have greater assurance than ineffective managers in their ability to cultivate the gifts of subordinates. The winning manager’s record of success and self-confidence allows credibility to his goals. Thus, subordinates accept his expectations as realistic and exert effort to attain them.

Corporations are full of mystics

Corporations are full of mystics. If you want to find a genuine mystic, you are more likely to find one in a boardroom than a monastery or a cathedral. Surprised by this notion? We were too. But over the past 25 years we have been in many boardrooms and many cathedrals, and we have discovered that the very best kind of mystics––those who practice what they preach––can be found in the business world. We are now convinced that the qualities of these remarkable people, and the principles they live by, will be the guiding force for the 21st-century enterprise.

From working with 800 executives over the past 25 years, we make a prediction: Successful corporate leaders of the 21st century will be spiritual leaders. They will be comfortable with their own spirituality, and they will know how to nurture spiritual development in others. The most successful leaders of today have already learned this secret. Corporate mystics know that an organization is a collective embodiment of spirit, the sum total of the spirits of the individuals who work there. Those who think spirituality has no place in business are selling themselves and those around them short.

A corporate mystic we interviewed shared a story with us: “In my late 30s I felt like I was dying. I had been working in the corporate world for 10 years, and though I had experienced quite a bit of success, I somehow knew I would never go all the way to the top. My office was on the 10th floor, halfway to the top. As I looked out the window I asked myself why this was true. After all, I worked hard and seemed as smart as everybody else. Then it hit me: I was split in half. Outside of work I was one way but at work I was trying to be another person entirely. Outside work I was fascinated with human behavior and spent hours browsing in the psychology sections of bookstores. At work, though, I pretended to be this hard-driving fire engine of a person who was single-mindedly focused on numbers and productivity. I had the thought, “the split is over; the way I am is the way I am, wherever I am.” I actually felt something shift in my body, like I was coming back together again. Looking back, I think what I was doing was accepting both halves of myself and making a bigger container for me to be all of myself. Now, as CEO, I try to emphasize a message of being your full, undivided self whenever I talk to the younger people in the company.” This is an example of a spiritual awakening that had profound implications for this person’s life and career.

When we talk about spirituality in business, we are talking about experiences, not religious beliefs. Religion usually refers to the organized aspects of spirituality: the rules, beliefs and traditions that shape how spirituality shows up in the world. The corporate mystic is primarily interested in the benefits of spirituality, not in beliefs about it.

Corporate mystics move easily between the spiritual world and the world of commerce. Corporate mystics are visionaries with their feet on the ground. They celebrate the oneness of everything, yet at the same time they are able to focus on details. They look at a mountain peak and a spreadsheet with the same eyes. They treat the janitor and their biggest client with the same attitude.

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