The Origin of:
Positive Wins Through Service!!
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Let me tell you a story...
Personal Component:
Story reserved for family and close friends…All I can say is FORWARD…1991
Professional Component:
Early on in my career, I began to notice various leadership and management styles. Some were very task oriented, and based on fear and intimidation. (Old School – Theory X stuff)
These seemed fine for some short term tasks, and let us be honest, most manufacturing tasks are viewed as short term. ie: get the parts out, answer the customer question, launch the program, etc…
The problem was, this type of activity left some very shaken people and systems in its wake.
Over time, constant crisis management and activity resulted in employee burn-out and turnover, which meant the loss of some very talented people and intellectual capital.
I was fortunate to have a mentor with a much different leadership style. It was based on communication, collaboration, and service. Teams were assigned innovation and problem solving tasks, vs. the demanding of solutions from the individual. It was much more in line with my athletic teaming experience, and a more natural fit.
This leader seemed to weigh words, prior to speaking, and would always listen first, before reacting. Emotional outbursts were discouraged, and proactive stakeholder involvement was baked-into all systems and policies.
The same type “crises” were occurring, but were being handled in a much more collaborative and sensible manner.
This leadership behavior projected positive energy, and the belief that our “people” will handle whatever task comes our way. We constantly outperformed other departments/divisions, and were often called on to “train” personnel in communication and problem solving methodologies. Stakeholders were consulted on our core product and service decisions, which led to a synergistic flow of information and ideas from all levels.
I guess Deming was correct, “You must first drive Fear out of the organization.” At that point, trust and collaboration can take root, and ideas will flow…
In summary, leaders with a growth mind-set of positive, calm, systemic thinking seemed to accomplish much more than their counterparts. They were proactive, and involved as many stakeholders as necessary, on any given task. Personnel retention was higher, and intellectual capital flowed more easily. Their behavior was more coach, than manager. Their job is to serve all stakeholders.
You will recognize them by their questions, “do you need help?”, “are there better ways to do this?”, “what do you think?”, etc…; and, by the way they listen to answers, and act on advice.
Story reserved for family and close friends…All I can say is FORWARD…1991
Professional Component:
Early on in my career, I began to notice various leadership and management styles. Some were very task oriented, and based on fear and intimidation. (Old School – Theory X stuff)
These seemed fine for some short term tasks, and let us be honest, most manufacturing tasks are viewed as short term. ie: get the parts out, answer the customer question, launch the program, etc…
The problem was, this type of activity left some very shaken people and systems in its wake.
Over time, constant crisis management and activity resulted in employee burn-out and turnover, which meant the loss of some very talented people and intellectual capital.
I was fortunate to have a mentor with a much different leadership style. It was based on communication, collaboration, and service. Teams were assigned innovation and problem solving tasks, vs. the demanding of solutions from the individual. It was much more in line with my athletic teaming experience, and a more natural fit.
This leader seemed to weigh words, prior to speaking, and would always listen first, before reacting. Emotional outbursts were discouraged, and proactive stakeholder involvement was baked-into all systems and policies.
The same type “crises” were occurring, but were being handled in a much more collaborative and sensible manner.
This leadership behavior projected positive energy, and the belief that our “people” will handle whatever task comes our way. We constantly outperformed other departments/divisions, and were often called on to “train” personnel in communication and problem solving methodologies. Stakeholders were consulted on our core product and service decisions, which led to a synergistic flow of information and ideas from all levels.
I guess Deming was correct, “You must first drive Fear out of the organization.” At that point, trust and collaboration can take root, and ideas will flow…
In summary, leaders with a growth mind-set of positive, calm, systemic thinking seemed to accomplish much more than their counterparts. They were proactive, and involved as many stakeholders as necessary, on any given task. Personnel retention was higher, and intellectual capital flowed more easily. Their behavior was more coach, than manager. Their job is to serve all stakeholders.
You will recognize them by their questions, “do you need help?”, “are there better ways to do this?”, “what do you think?”, etc…; and, by the way they listen to answers, and act on advice.