For the last few months I have been highlighting specific principles and behaviors of Leadership Charisma. Each of those past articles can be accessed through the newsletter archive. This month summarizes and ties it all together.
The principles of Leadership Charisma are WIIFM and the Charismatic Equation. WIIFM – What’s In It For Me. Essentially that principle states that leaders who are seen to be charismatic in the eyes of their people are those who make it their business to always know precisely what it is that interests and motivates their people. The Charismatic Equation states that the extent to which you are perceived as being charismatic is directly proportional to the extent to which people either feel or fare better after each interaction with you. These two principles are the foundation for the six key behaviors we identified: Communication; Tailoring Your Vision; being a Beacon of Positivity; displaying Energy and Enthusiasm; Recognizing the Greatness in Others; and the Power of Belief in People. Collectively they give us the definition of Charisma “... a special quality of leadership that captures the popular imagination and inspires allegiance and devotion.”
It is striking to see how closely parallel Charisma is to Employee Engagement “... a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort in his or her work.” Charisma and engagement are two sides of the same coin!
If you are interested in learning more about Charisma and Engagement we have two free offers this month. One is a Self Leadership Charisma assessment that you can complete in a few minutes online and learn how charismatic you see you yourself. If you would like to have this free personal information simply send an e-mail to info@peakpathways.com and within a few days you will receive an invitation to complete the online assessment. The second offer is for a free case study of how Peak Pathways’ client Woodmen of the World has increased employee engagement since 2008. More information along with details for requesting that are in the Featured Case Study article below.
Also we are happy to announce that early in 2012 we will begin Leadership Charisma group coaching for individuals who want to meet regularly with a coach and trusted peers from other organizations to develop leadership skills while also giving feedback and support to one another to succeed in meeting the challenges of leading people. Specific information will be released in the next few weeks however if you or someone you know would like to be one of the first to have an opportunity to participate please send an e-mail to info@peakpathways.com
Enjoy celebrating the holiday season and make 2012 a wonderful year in all respects!
Wednesday, December 14, 2011
Thursday, November 10, 2011
Power of Belief in People
We have been highlighting Leadership Charisma since April and will conclude the series next month with a summary of the key principles and behaviors that are fundamental to it. This month brings us to the last of the specific behaviors that make leaders charismatic – belief in people.
A critical factor in driving a leader’s charisma is the extent to which they believe that the people who work for them are capable of great things. Charismatic leaders always let their people know that they KNOW that each one of them is capable of great things – they let each of them know that they can see the greatness in them.
A leader’s expectations of their people have an enormous impact upon their performance. All modern research says that one of the critical factors shaping how people perform in real life is very directly and strongly affected by the expectations that their leaders have of them – if you set and communicate high expectations for each of your people they will generally raise their performance to meet these expectations.
People will tend to stretch themselves to meet the expectations that a respected leader has of them. This is why Dale Carnegie suggested that you could get the best from people by ‘Giving them a high reputation to live up to'.
This brief quotation from Leadership Charisma says it perfectly – “develop positive expectations of your people and everything you do or say, consciously and subconsciously, will reflect those expectations: raising the self-esteem of each and every one of them, and in turn their expectations of themselves – which is also critically important.”
This is because the research also shows that people’s expectations of themselves and their opinions of their own capabilities are amongst the greatest predictors of their actual performance.
When a leader cultivates a genuine belief in the ability of all of his or her people to achieve at a much higher level than they do now, or even at a higher level than they previously believed they could, then he or she automatically raises those people’s views of themselves – their self-esteem soars and this triggers higher performance than was previously possible.
As they begin to perform at a higher level, then their expectations of themselves are raised even more, driving their performance even higher again.
Bottom line: if you have positive expectations of all of your people then, consciously and unconsciously, you will continually transmit those expectations and support your people in raising their performance and self-esteem.
A leader who makes his or her people feel that they are capable of much more than anyone else has ever made them feel is irresistibly charismatic – and drives the engagement that results in the productivity and organizational success that only charismatic leaders enjoy.
A critical factor in driving a leader’s charisma is the extent to which they believe that the people who work for them are capable of great things. Charismatic leaders always let their people know that they KNOW that each one of them is capable of great things – they let each of them know that they can see the greatness in them.
A leader’s expectations of their people have an enormous impact upon their performance. All modern research says that one of the critical factors shaping how people perform in real life is very directly and strongly affected by the expectations that their leaders have of them – if you set and communicate high expectations for each of your people they will generally raise their performance to meet these expectations.
People will tend to stretch themselves to meet the expectations that a respected leader has of them. This is why Dale Carnegie suggested that you could get the best from people by ‘Giving them a high reputation to live up to'.
This brief quotation from Leadership Charisma says it perfectly – “develop positive expectations of your people and everything you do or say, consciously and subconsciously, will reflect those expectations: raising the self-esteem of each and every one of them, and in turn their expectations of themselves – which is also critically important.”
This is because the research also shows that people’s expectations of themselves and their opinions of their own capabilities are amongst the greatest predictors of their actual performance.
When a leader cultivates a genuine belief in the ability of all of his or her people to achieve at a much higher level than they do now, or even at a higher level than they previously believed they could, then he or she automatically raises those people’s views of themselves – their self-esteem soars and this triggers higher performance than was previously possible.
As they begin to perform at a higher level, then their expectations of themselves are raised even more, driving their performance even higher again.
Bottom line: if you have positive expectations of all of your people then, consciously and unconsciously, you will continually transmit those expectations and support your people in raising their performance and self-esteem.
A leader who makes his or her people feel that they are capable of much more than anyone else has ever made them feel is irresistibly charismatic – and drives the engagement that results in the productivity and organizational success that only charismatic leaders enjoy.
Friday, October 14, 2011
Recognize the Greatness in Others
Leadership Charisma suggests many new and insightful ways to lead people in ways that get them more engaged with their work. This month however we highlight one of those behaviors that most people know is essential to good leadership – recognizing the actions of those who work for you. But do you know why it works?
There is one key reason that charismatic leaders get such great results from
something as simple as making a point of recognizing when their people do a good job – and it is all to do with chemistry. Our amazing brain chemistry plays a large part in the effectiveness of recognition. When you give one of your people praise or recognition – and the higher the level of recognition the better – it triggers a release of the ‘feel good’ chemical Dopamine into their brains, increasing their sense of pride, wellbeing and pleasure.
Providing recognition primes your people's brains to understand that repeating the behavior that triggered the recognition will result in even more praise, which in turn results in further pleasure enhancing doses of Dopamine into their brains.
For the charismatic leader one of the most powerful ways of activating the ‘charismatic equation’, and making people feel good about their work and organization, is simply providing recognition in a genuine and authentic manner.
There is one key reason that charismatic leaders get such great results from
something as simple as making a point of recognizing when their people do a good job – and it is all to do with chemistry. Our amazing brain chemistry plays a large part in the effectiveness of recognition. When you give one of your people praise or recognition – and the higher the level of recognition the better – it triggers a release of the ‘feel good’ chemical Dopamine into their brains, increasing their sense of pride, wellbeing and pleasure.
Providing recognition primes your people's brains to understand that repeating the behavior that triggered the recognition will result in even more praise, which in turn results in further pleasure enhancing doses of Dopamine into their brains.
For the charismatic leader one of the most powerful ways of activating the ‘charismatic equation’, and making people feel good about their work and organization, is simply providing recognition in a genuine and authentic manner.
Tuesday, September 27, 2011
Energy & Enthusiasm
Since April each month I have highlighted the key principles of Leadership Charisma – WIIFM and the Charismatic Equation; and a few of the specific behaviors that make leaders charismatic – communication, vision and positivity. The series continues this month by considering the behavior of energy and enthusiasm.
You’ll occasionally meet some energetic and enthusiastic people who are not charismatic, but you’ll never meet a charismatic person who is not energetic and enthusiastic. The charismatic’s seemingly boundless energy, the perpetual motion that sees him or her take more decisive action, get more done and display more enthusiasm than anyone else, is hugely attractive.
Energy and enthusiasm are fundamental elements of charisma. To become charismatic you will need to master them.
Look what happens when you’re with someone enthusiastic. You automatically tune in and immediately start mimicking that person’s mood and behavior – psychologists call it ‘mood contagion’. You have unconsciously decided that you like what you see and how he or she feels, and you set yourself up to get some of that ‘feel-good’ factor for yourself.
Remember how the ‘charismatic equation’ said that you are charismatic if people feel better after interacting with you? Tap into your natural enthusiasm and you’ll infect all of your people with the positive energetic buzz that comes from that enthusiasm.
For any leader enthusiasm is critical – for a charismatic leader seeking to engage his or her people to the maximum it is absolutely indispensable.
If you want to learn more about Leadership Charisma and how you can become eligible for a free copy of the book, contact us at (402) 332-3031.
You’ll occasionally meet some energetic and enthusiastic people who are not charismatic, but you’ll never meet a charismatic person who is not energetic and enthusiastic. The charismatic’s seemingly boundless energy, the perpetual motion that sees him or her take more decisive action, get more done and display more enthusiasm than anyone else, is hugely attractive.
Energy and enthusiasm are fundamental elements of charisma. To become charismatic you will need to master them.
Look what happens when you’re with someone enthusiastic. You automatically tune in and immediately start mimicking that person’s mood and behavior – psychologists call it ‘mood contagion’. You have unconsciously decided that you like what you see and how he or she feels, and you set yourself up to get some of that ‘feel-good’ factor for yourself.
Remember how the ‘charismatic equation’ said that you are charismatic if people feel better after interacting with you? Tap into your natural enthusiasm and you’ll infect all of your people with the positive energetic buzz that comes from that enthusiasm.
For any leader enthusiasm is critical – for a charismatic leader seeking to engage his or her people to the maximum it is absolutely indispensable.
If you want to learn more about Leadership Charisma and how you can become eligible for a free copy of the book, contact us at (402) 332-3031.
Wednesday, August 3, 2011
Tailor Your Vision
Remember the WIIFM principle of Leadership Charisma we discussed in April? People are concerned first and foremost about their own needs and, in tough times that means their jobs, financial and career security; security for their families’ futures and other self interests. That principle is fundamental to this month’s topic of behaviors that make leaders charismatic.
The charismatic leader develops the ability to take the vision they have of where their department or organization must go and convert it into a form of message or concept that is meaningful to each and every one of his/her people.
To do this you’re going to have to learn a lot about the people who work for you – you cannot tailor the way you present your vision unless you know what is important to each and every one of your people – their own career and life goals, their needs, their particular strengths and challenges. The book Leadership Charisma provides a step-by-step strategy for getting close
enough to each of your people that you can do this effectively.
The key message is: to be charismatic and engage your people fully you must know each of those people deeply enough to be able to tailor your vision so that its realization can be seen to lead to each of your people realizing their own vision.
If you want to learn more about Leadership Charisma and how you can become eligible for a free copy of the book, contact us at (402) 332-3031.
The charismatic leader develops the ability to take the vision they have of where their department or organization must go and convert it into a form of message or concept that is meaningful to each and every one of his/her people.
To do this you’re going to have to learn a lot about the people who work for you – you cannot tailor the way you present your vision unless you know what is important to each and every one of your people – their own career and life goals, their needs, their particular strengths and challenges. The book Leadership Charisma provides a step-by-step strategy for getting close
enough to each of your people that you can do this effectively.
The key message is: to be charismatic and engage your people fully you must know each of those people deeply enough to be able to tailor your vision so that its realization can be seen to lead to each of your people realizing their own vision.
If you want to learn more about Leadership Charisma and how you can become eligible for a free copy of the book, contact us at (402) 332-3031.
Saturday, June 4, 2011
Communication
The last 2 posts I've highlighted the key principles of Leadership Charisma – WIIFM and the Charismatic Equation. Now with those principles firmly in mind we will focus on the specific behaviors that make leaders charismatic.
Of all of the behaviors that the research showed were at the heart of charisma and success, communication was by far the single most important skill set. Looking at the totality of what it took to be seen as charismatic, to be seen as someone that others would willingly follow, more than 40% of that impact was generated by good communication.
Think about that: if all you mastered in this life were great communication skills then you'd already be more than 40% of the way to having a charismatic impact upon all of those you encounter. Nothing will get you further or faster in this life than great communications skills.
As a leader the most important communication is one to one communication, because that’s where you’ll spend more of your time with your people. Following are some of the most important things to get right in your everyday communication with your people.
First, we can all find as much negativity as we need in the people and the environment around us – especially in challenging economic times. No one needs it from the person who leads them – and nobody will be moved charismatically by a pessimistic or negative outlook. Keep your communications positive and upbeat – always take the most positive ‘can do’ approach in any situation, however dire. People want and need positive leadership.
You’ve heard it a million times: the best communicators are the best listeners. Learn to listen - genuinely. But don’t just passively listen, make it a point to actively seek ideas, opinions and suggestions from those who work for you – there is nothing with a greater charismatic impact than the good feeling that comes from a respected leader seeking your ideas and opinions. And, when you get ideas or feedback that you don’t like, be prepared to hear people out. Ensure that it is always possible to raise concerns or contrary opinions – without fear of negative consequences. Some of the best ideas will not be your own – so it is equally important to be open to others’ constructive rejection of your ideas or approaches.
For more information about Leadership Charisma attend the upcoming Executive Briefing or call us at (402) 332-3031.
Of all of the behaviors that the research showed were at the heart of charisma and success, communication was by far the single most important skill set. Looking at the totality of what it took to be seen as charismatic, to be seen as someone that others would willingly follow, more than 40% of that impact was generated by good communication.
Think about that: if all you mastered in this life were great communication skills then you'd already be more than 40% of the way to having a charismatic impact upon all of those you encounter. Nothing will get you further or faster in this life than great communications skills.
As a leader the most important communication is one to one communication, because that’s where you’ll spend more of your time with your people. Following are some of the most important things to get right in your everyday communication with your people.
First, we can all find as much negativity as we need in the people and the environment around us – especially in challenging economic times. No one needs it from the person who leads them – and nobody will be moved charismatically by a pessimistic or negative outlook. Keep your communications positive and upbeat – always take the most positive ‘can do’ approach in any situation, however dire. People want and need positive leadership.
You’ve heard it a million times: the best communicators are the best listeners. Learn to listen - genuinely. But don’t just passively listen, make it a point to actively seek ideas, opinions and suggestions from those who work for you – there is nothing with a greater charismatic impact than the good feeling that comes from a respected leader seeking your ideas and opinions. And, when you get ideas or feedback that you don’t like, be prepared to hear people out. Ensure that it is always possible to raise concerns or contrary opinions – without fear of negative consequences. Some of the best ideas will not be your own – so it is equally important to be open to others’ constructive rejection of your ideas or approaches.
For more information about Leadership Charisma attend the upcoming Executive Briefing or call us at (402) 332-3031.
Wednesday, May 18, 2011
The Charismatic Equation
In last month we started providing a summary of a few of the key charismatic behaviors a leader must master to have a consistent charismatic impact upon his/her people. Earlier this year we introduced new research on Leadership Charisma and the book by the same title and last month we also started a series of Executive Briefings about it.
The first key principle we discussed last month was WIIFM – What’s In It For Me. Essentially that principle states that leaders who are seen to be charismatic in the eyes of their people are those who make it their business to always know precisely what it is that interests and motivates their people. We’ll explore that more in the next few months when we look at some specific charismatic behaviors – for now let’s look at the second key principle: the ‘charismatic equation’.
The charismatic equation is a really very sensible and straight forward principle that explains what gives a person charismatic appeal.
'The extent to which you are perceived as being charismatic is directly proportional to the extent to which people either feel or fare better after each interaction with you'.
In simple terms: if I feel better or do better as a result of spending time with you, then you are charismatic for me. That’s it! Charismatic leaders make it a point to ensure that every interaction with direct reports is focused upon raising the self-esteem, self worth and capabilities of their people.
In future months as we work through the specific behaviors of leadership charisma bear these two principles in mind. You’ll see that they underpin and explain why each and every one of the charismatic leader behaviors is so effective in raising a leader’s charisma.
The first key principle we discussed last month was WIIFM – What’s In It For Me. Essentially that principle states that leaders who are seen to be charismatic in the eyes of their people are those who make it their business to always know precisely what it is that interests and motivates their people. We’ll explore that more in the next few months when we look at some specific charismatic behaviors – for now let’s look at the second key principle: the ‘charismatic equation’.
The charismatic equation is a really very sensible and straight forward principle that explains what gives a person charismatic appeal.
'The extent to which you are perceived as being charismatic is directly proportional to the extent to which people either feel or fare better after each interaction with you'.
In simple terms: if I feel better or do better as a result of spending time with you, then you are charismatic for me. That’s it! Charismatic leaders make it a point to ensure that every interaction with direct reports is focused upon raising the self-esteem, self worth and capabilities of their people.
In future months as we work through the specific behaviors of leadership charisma bear these two principles in mind. You’ll see that they underpin and explain why each and every one of the charismatic leader behaviors is so effective in raising a leader’s charisma.
Monday, May 2, 2011
WIIFM
Earlier this year we introduced new research on Leadership Charisma and the book by the same title. Also, last month we started a series of Executive Briefings about it. Now we’re going to spend some space summarizing a few of the key charismatic behaviors a leader must master to have a consistent charismatic impact upon his/her people.
However, before we get into the specific behaviors we need to provide some background with the key principles that were uncovered by the research that underpins the book. If all you remember and apply are these key principles then you’ll raise your charismatic impact upon your people dramatically.
The first principle is WIIFM (pronounced ‘wiffum’).
This is not meant in any negative sense whatever, but when you strip away all of the niceties, all the layers of ‘proper’ behavior that define the way we act and talk with others, all the social norms etc., what informs most of what we do is self-interest. Even the most altruistic person asks ‘WIIFM’ – what’s.in.it.for.me? The answer for the true altruist is the sense of doing good by other people; that’s what interests them – so in doing good for others they are actually ultimately acting in their own self interest!
So, it follows that people who follow leaders, who find them charismatic, must be seeing some-thing, or -things, in that person which they believe can help them further their own self-interests. Therefore, if we can identify what constitutes our people’s self-interests, and if we can ensure that we honestly and diligently behave in a manner that help others to achieve their self-interests then people will want to follow us.
Leaders who are seen to be charismatic in the eyes of their people are those who make it their business to always know precisely what it is that interests and motivates their people. Charismatic leaders know what each person wants from their lives and careers – and then make it their business to identify how each person’s self-interests are served by helping the organization achieve what it needs to achieve.
Next time we will discuss the second key principal, the Charismatic Equation.
However, before we get into the specific behaviors we need to provide some background with the key principles that were uncovered by the research that underpins the book. If all you remember and apply are these key principles then you’ll raise your charismatic impact upon your people dramatically.
The first principle is WIIFM (pronounced ‘wiffum’).
This is not meant in any negative sense whatever, but when you strip away all of the niceties, all the layers of ‘proper’ behavior that define the way we act and talk with others, all the social norms etc., what informs most of what we do is self-interest. Even the most altruistic person asks ‘WIIFM’ – what’s.in.it.for.me? The answer for the true altruist is the sense of doing good by other people; that’s what interests them – so in doing good for others they are actually ultimately acting in their own self interest!
So, it follows that people who follow leaders, who find them charismatic, must be seeing some-thing, or -things, in that person which they believe can help them further their own self-interests. Therefore, if we can identify what constitutes our people’s self-interests, and if we can ensure that we honestly and diligently behave in a manner that help others to achieve their self-interests then people will want to follow us.
Leaders who are seen to be charismatic in the eyes of their people are those who make it their business to always know precisely what it is that interests and motivates their people. Charismatic leaders know what each person wants from their lives and careers – and then make it their business to identify how each person’s self-interests are served by helping the organization achieve what it needs to achieve.
Next time we will discuss the second key principal, the Charismatic Equation.
Sudden Involuntary Change!
Images of the March 11 earthquake and tsunami destruction in Japan along with schematics of nuclear power plants have quickly been seared into our individual and collective consciousness. Beyond what is readily observable, reports indicate the island of Japan moved eight feet and the earth’s axis shifted four inches as a result, or perhaps cause, of the quake. The height of your ceiling is probably about eight feet and four inches is about the length of your smart phone. Neither number seems large in those contexts; however because we consider the earth to be solid and permanent a measurable change of that amount is staggering and helps to explain how such dramatic damage was produced so suddenly. If those geological shifts had occurred in small increments over hundreds of years there may have been numerous small tremors but the gradual shifts would not have resulted in anything close to the devastation we have seen and few lives, if any, would have been lost.
Effectively managing change is one of the most challenging demands for a leader at any level, particularly frontline managers. Perhaps for leaders the main lesson of this complex disaster may be to understand change more clearly. The key variable elements of change are speed and choice. The earthquake and tsunami are examples of no choice and high speed change. That type of change is virtually impossible to resist but good leaders reserve such dramatic changes for critical situations. High choice and gradual change may meet with resistance and the day to day impact may be indiscernible. Think of losing weight or in a business sense something such as shifting work responsibilities to address evolving technology or economic factors.
For all of us, leaders or followers, effectively responding to change is a key determinant of success at work and life in general. Self awareness along with observing how others respond to change are proven strategies for personal development. As you watch events in Japan and elsewhere unfold take a moment to consider the type of change and how people respond.
Effectively managing change is one of the most challenging demands for a leader at any level, particularly frontline managers. Perhaps for leaders the main lesson of this complex disaster may be to understand change more clearly. The key variable elements of change are speed and choice. The earthquake and tsunami are examples of no choice and high speed change. That type of change is virtually impossible to resist but good leaders reserve such dramatic changes for critical situations. High choice and gradual change may meet with resistance and the day to day impact may be indiscernible. Think of losing weight or in a business sense something such as shifting work responsibilities to address evolving technology or economic factors.
For all of us, leaders or followers, effectively responding to change is a key determinant of success at work and life in general. Self awareness along with observing how others respond to change are proven strategies for personal development. As you watch events in Japan and elsewhere unfold take a moment to consider the type of change and how people respond.
Saturday, March 5, 2011
Superheroes are Fictional Characters
There will not be blog entry today. My writing robot had a malfunction and it has not been able to arrange any words to form a meaningful message. Consequently, the following space is left blank and you are free to enter your own words that will be a meaningful and encourages you to read the blog in the future.
Perhaps it is only human nature to dream of helpful superheroes, robots and magical shortcuts. There are countless stories of fraud victims who believed tales of conmen who promised easy riches for a minimal ‘investment’. If we expect someone else to make our life or work easy we very likely will be disappointed if not resentful. On the other hand if we mistrust everyone and everything to the extent we rely only on ourselves we may avoid being disappointed but we will also miss the opportunities to learn from others and enjoy the improved results of collaboration and teamwork. Success in work and life is largely influenced by how effectively we interact with other people.
This month Peak Pathways LLC is introducing a new and exciting concept of measuring and developing Leadership Charisma. As you will find in future blogs charisma is not reserved for celebrities and superheroes. It is simply the effectiveness of our interactions with others that help them to feel or fare better as a result of interacting with us. While that characteristic is critical for any leader it is also fundamental to success in sales or work and life in general. Developing the behaviors associated with charisma will not make you a superhero but it will most certainly make you more successful.
We look forward to exploring this topic with you in more detail in the months ahead and always welcome your comments and questions.
Perhaps it is only human nature to dream of helpful superheroes, robots and magical shortcuts. There are countless stories of fraud victims who believed tales of conmen who promised easy riches for a minimal ‘investment’. If we expect someone else to make our life or work easy we very likely will be disappointed if not resentful. On the other hand if we mistrust everyone and everything to the extent we rely only on ourselves we may avoid being disappointed but we will also miss the opportunities to learn from others and enjoy the improved results of collaboration and teamwork. Success in work and life is largely influenced by how effectively we interact with other people.
This month Peak Pathways LLC is introducing a new and exciting concept of measuring and developing Leadership Charisma. As you will find in future blogs charisma is not reserved for celebrities and superheroes. It is simply the effectiveness of our interactions with others that help them to feel or fare better as a result of interacting with us. While that characteristic is critical for any leader it is also fundamental to success in sales or work and life in general. Developing the behaviors associated with charisma will not make you a superhero but it will most certainly make you more successful.
We look forward to exploring this topic with you in more detail in the months ahead and always welcome your comments and questions.
Monday, January 10, 2011
A Slight Edge
A well known hiker story tells of two hikers who notice unmistakable evidence that a bear was on the same trail only minutes earlier. As they both stop one pulls out binoculars to try to site the bear while the other one is hurriedly switching from hiking boots to running shoes. The first one says, “Don’t bother you can’t out run a bear”. The other hiker replies “I don’t have to out run a bear, I just have to outrun you.”
That story is not a good example of teamwork, emotional intelligence, or social responsibility but it is a good example of how a slight edge is all that is needed to stay ahead of the competition. While we often emphasize the need to work as teams and be internally collaborative, an inherent contradiction is that business success depends on being externally competitive or having a slight edge over others in the industry.
Benchmarks provide a measure to indicate if you are ahead of or behind your competition. Executing strategies to catch up, pass or gain a slight edge are of course critical but how do you know whether you need running shoes, a motor cycle, or a jet as your strategy without a benchmark? The answer is you don’t! Without indicators of your position and progress relative to the bear, you’re running wild and scared.
Benchmarks of workforce management are employee engagement; leadership effectiveness; employee job fit; sales performance; and customer service measures. If you do not have a reliable benchmark in each of these areas you don’t know if you have a slight edge or if your competitor has it. Watch for future posts here that will address these and other benchmarks to help you establish and maintain a ‘slight edge’.
That story is not a good example of teamwork, emotional intelligence, or social responsibility but it is a good example of how a slight edge is all that is needed to stay ahead of the competition. While we often emphasize the need to work as teams and be internally collaborative, an inherent contradiction is that business success depends on being externally competitive or having a slight edge over others in the industry.
Benchmarks provide a measure to indicate if you are ahead of or behind your competition. Executing strategies to catch up, pass or gain a slight edge are of course critical but how do you know whether you need running shoes, a motor cycle, or a jet as your strategy without a benchmark? The answer is you don’t! Without indicators of your position and progress relative to the bear, you’re running wild and scared.
Benchmarks of workforce management are employee engagement; leadership effectiveness; employee job fit; sales performance; and customer service measures. If you do not have a reliable benchmark in each of these areas you don’t know if you have a slight edge or if your competitor has it. Watch for future posts here that will address these and other benchmarks to help you establish and maintain a ‘slight edge’.
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