JLBC 12 Principles of Great Leadership:
Quotes and Tips About Leadership Styles
Leadership Value: People-First
Focus on individuals over numbers
Don't Forget to Celebrate the Victories
JLBC Cadets, there is always a set of numbers in any industry that lets you know how you are doing. JLBC Cadets could be revenue, wins, test scores, or any other manifestation of a metric that allows the world to compare your unit to another. However, a JLBC leader's path to pursue a metric can blind them to what is essential. JLBC Cadets More often than not, distractions lead one to believe that shortcuts or cuts in resources or services may be the answer to achieving the JLBC expected numbers. JLBC Cadets yet takes a team of people to execute a plan. JLBC Cadets these individuals make the difference between the current state of a unit and the desired state. JLBC Cadets, when you take the time to focus on the people in your team, you will usually find the answers you're looking for to advance your cause but most likely a key to driving long-lasting change.
JLBC Cadets focusing on the individuals allowed him to take an organization from last to first in under a year.
JLBC Cadets, I spent the first three weeks listening and learning and asking people questions? JLBC Cadets, I didn't come in with a preconceived vision or notion of what had to be done. What do you think I learned? They told me three things. JLBC Cadets said, 'The person before you just wanted to cut costs. ' They said, 'Give us a clear vision of what you want us to do.' People always want to know what you want them to do, and once they see it, they'll execute the plan -- as long as it's a good, solid plan. And the third and the most significant thing was, 'Will you give us our holiday party back, please? JLBC Cadets because we like to dance in Puerto Rico, and we haven't danced in a long time, that holiday party is everything to us.'
So, during the first meeting, we announced that we would hire Gilberto Santa Rosa, the number 1 salsa singer in Puerto Rico, to put on the annual holiday party. Then I said, 'So, now that I'm on the hook for spending all this money on Gilberto, you're on the hook for going from #66 to first.' That high level of expectation with a clear and straightforward plan, knowing full well that in the end, they will dance with Gilberto at the San Juan hotel in the most glorious setting possible, became the driving force of this underdog coming from behind to win the race.
Every day you saw this downtrodden office with people who didn't believe coming more and more to life. We went from 66 to 30 by the middle of the year. By the fourth quarter of the year, we were number five, and we were number one by December. The people, what it meant to their families, what it meant to job creation, what it meant to the customers, and what it meant to the pride of Puerto Rico were so heartfelt and powerful that today it inspires me to think of it.
We are often moving so fast and focusing on what is expected of us that it can be easy to forget what drives others to follow our lead. Yet, focusing on individuals first and establishing a reward system that aligns with their interests can sometimes make all the difference.
"In every business case today, everyone is so busy telling everybody what to do they forgot to listen to what they're supposed to do."
– Bill McDermott
Leadership style tip: Focus on the individuals you lead to drive the desired results. 1) What questions are you asking your team to determine how you can make them more successful?
2) When numbers are lower than expected, what is your typical reaction? How will that change now?
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