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if you want to be extraordinary, the first thing you have to do is stop being ordinary.
course, everyone likes to be liked. But as a leader, your team should like, or respect, you for the right reasons.
that the main reason for the accident was your failure to understand the difference in responsibilities between being the driver and being a passenger.
“The same principle applies when you become a leader. You’re no longer a passenger; you become the driver. Even though your responsibilities increase when you become a manager, you lose some of the rights or freedoms you may have enjoyed in the past.
“if you want to be successful as a leader, you don’t have the right to join employee ‘pity parties’ and talk about upper management. You lose the right to blame others for a problem in your department when you are a manager and leader. You are the person responsible for everything that happens in your department,
If you eliminate blame — don’t even have the word in your vocabulary — then you can make some positive changes.”
when you write things down, you commit to doing them.
“I once worked with a manager who would remind us daily to ‘keep the main thing the main thing.’ The ‘main thing’ was our purpose or priority. Then he would ask us, ‘So, what is the main thing?’
Equip our employees with the tools to be successful. Provide outstanding service to our customers. Make a profit.
importance of hiring the right people for your team;
People leave because their manager is not meeting their needs. People quit people before they quit companies. I’m not saying that’s the case here; however, I am saying that in most instances the boss is the principal reason people resign.
“First, hire good employees. Their perception was I had gotten lazy in my hiring.
“Second, coach every member of the team to become better.
“And third, dehire the people who aren’t carrying their share of the load.
superstars — people who have the experience, knowledge and desire to be the very best at their jobs.
middle stars — they may not have the experience to be a superstar yet. Or maybe they are former superstars who for some reason lost their motivation to be the best.
falling stars. Those are the ones who are doing as little as the...
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“You see, the people at the very bottom of the chart are still on your team, so their behavior must be acceptable to you. In fact, many managers — and you probably know some of these people — actually reward their falling stars by giving them less work while acknowledging them with decent performance reviews!
Your job is to raise the top for long-term, sustained success, not for short-term convenience. Short-term results are easy. You can threaten people, pay them more, or just give them what they want, and you can get short-term results.
You have to take action — you have to do what is right and resolve the issue.
Many times the manager is the last to know about a problem on the team. What
“Fourth, EVERYTHING counts when it comes to your leadership. If you think ignoring the problem doesn’t matter, you’re wrong — you’re always leading, even when you’re ignoring a problem.
everything you do matters because your team is watching...and depending on you to do the right thing.
“Ignoring issues puts your own integrity at risk.
1. Treat each person on our team with dignity and respect. 2. Deliver outstanding service to our customers. 3. Provide profits to our company.
RIGHT PEOPLE on your team. If you have the right people on your team you have a great chance to be successful.
