Appreciating others
Recognize not only your strengths but the talents of those around you, as well.
By Fred Koury
December 2006
All leaders have certain gifts. Some are gifted at creating a vision but not so good at executing the plan to reach it. Others are great at crunching numbers but horrible at managing people.
You probably have a pretty good idea of what you’re good at, and you’ve probably hired people with certain specialties to help you in the areas where you are weak.
The mistake we make is not recognizing those special talents because they belong to people in positions that may be far below the level of the CEO. Maybe it’s a receptionist answering your phone, or maybe it’s a driver delivering your product. While they may seem like unexciting positions, they are important pieces of the whole.
The receptionist is talking to your most important customers. The attitude conveyed during that conversation is a reflection of your culture.
Same goes for the delivery driver. Ever have to deal with an inconsiderate delivery person? Did you want to run out and do more business with that company?
Each person within your organization, even if he or she has a very narrowly defined talent, makes up a small but important aspect of your company. If you use the human body as a comparison, you need all the parts to function properly.
Maybe one person’s talent is identifying new markets to sell into and is the equivalent of your eyes. Losing this person won’t bring down your organization, but it might make you much less effective.
Another person might have a knack for getting a plan moving and be the equivalent of your feet. The brain might tell the feet which direction to go, but the feet are no less important.
Every part serves its role, as does every person in your company. It’s important to recognize those people and their contributions.
Every CEO wants to do this, but are you making the time? When was the last time you took someone who toils away in a corner of your office to lunch?
These people are more than just a line item on a spreadsheet or a rung on the hierarchical ladder. In fact, you should be looking at them as equal to yourself. You may be the brain, but a brain with no body is not of much use.
Without these specialists to implement your ideas and make up for your weaknesses, you will be at a competitive disadvantage. Make sure you are taking the time to recognize them.
FRED KOURY is president and CEO of Smart Business Network Inc. Reach him with your comments at fkoury@sbnonline.com or (800) 988-4726.
