Playing Hurt

Whatever happened to the days when team members could be counted on by other team members no matter what? I know they do not grow warriors like Cal Ripken, Jr. or Brett Favre on trees, but has the expectation to "play hurt" for the overall benefit of the team dwindled in recent years.

Okay, let's step out of the realm of pro athletes for a second. What is the expectation among your team? Do your team members pick up the slack for one another when one member is unable to perform? Do folks in your office or on your team readily volunteer to cover vacations for one another? A deeper question to ask yourself is just how much of a role does the quality of leadership play when it comes to the willingness to "play hurt?"

The culture of team-building is a tricky science. A mentor of mine used to refer to the "team" as an ongoing science or chemistry project. That analogy always kept the dynamic of team-building fun. Proper planning, goal-setting, levels of accountability and a low-tolerance for poor performance are all critical in formulating the winning team. Do you want your team-members to "play hurt?" If so, they need to know exactly why they should be laying it all on the line at all times. What is the mission, the vision, the end goal? In professional sports this can be obvious in the form of a championship, a legacy or a Hall of Fame induction. In the business world, this is often up to the team leader to define, plan and execute. Does your team clearly understand and support the goal? Are they zealots? When people are passionate about their work, they execute at higher levels of performance. Part of a leader's responsibility is to be constantly stoking this fire. A unified goal, cause or mission will go a long way to creating a "playing hurt" performance culture. Which will in-turn go a long way in helping the team exceed performance expectations.

"As long as I can compete, I won't quit. Reaching three-thousand is not the finish line as long as I can contribute." – Cal Ripken, Jr.

You: Defined

How would you define yourself in terms of your most special set of skills? Better yet, how would others describe your professional expertise in one word or phrase? Want to better differentiate yourself from others? Find your one special skill and begin to build a professional brand around your expertise. Are you the "Sales Guru," the "Tech Expert" or the "Get Things Done Person" in your office? If so, build upon this image. If you have yet to define yourself or carve out your special skill within your organization, it is time to give this simple process some thought. In today's employment environment, it is important to increase the value you bring to your organization. Build your own personal brand within your organization. Put forth some effort on this simple yet effective project and you will see positive results. Go ahead; carve out your special niche. The extra effort will also help you in terms of working on your own professional development. Never, never stop investing in your own development. Make sure you learn and work to develop yourself each and every day.

What is your one special skill? How would your boss, peers or direct reports communicate this to you? Are your own thoughts similar to the feedback you receive? If you answered no, why not?

Always be a first-rate version of yourself, instead of a second-rate version of somebody else. ~Judy Garland

Never mind searching for who you are. Search for the person you aspire to be. ~Robert Brault, http://www.robertbrault.com/

While in attendance at the Asian American Hotel Owners Association (AAHOA) conference in DC last week, I attended a keynote in which Jack Welch (former CEO of GE and best-selling author) shared his insights as to what business leaders need to be focused on given the current business climate. The following is a bullet point list of Jack Welch’s thoughts that made it into my notebook while listening.

On positive indicators that we are nearing reaching a bottom to the recession…
Consumer confidence index is up.
Affordability index is up.
There are low mortgage rates and lower housing prices.
We still do not know the health of the financial markets.
If there is a recovery, it will be consumer lead.
With regards to the economy, “Uncertainty is the word I think you have to live with.”

The recession offers as many opportunities as it does troubles…
The ensuing playing field will be less crowded.
People – “Take care of your best.”
Competition – “Buy them or bury them.”
Go after your competitor’s best people.
Go on the offense.
Make sure you are doing the things to be prepared for tomorrow.
Multi-tasking is not for leaders, your job is to get your people focused on what is important.

You have to manage for the long and the short. You must eat while you dream. Managing is doing both. - Jack Welch

On managing the people process…
Fire the bottom 10% of your poorest performers every year to raise the bar of excellence in your company.
“Good people can always get a job.”
“Reward people in the soul and in the wallet.”
Match up your value system and your reward system.
Compensate on your values and you will get what you want.
As a leader you want people in your organization that do not need you.

On decision making…
On most decisions, leaders take way too much time.
Leaders usually do not act fast enough.
“I wish I would have waited six months before I did that,” is a comment you never hear leaders make.

In today’s climate leaders need to…
Have generosity of spirit.
Invest in the growth of your people.
Make ordinary people think they can do anything.
Make HR your partner in building a great organization.
Get out and engage your people. You are worthless when you are in your office.

On hiring decisions…
Look for hunger and a burning desire to be successful.
You need people that will excite others.
Hire for the “runway” or long-term future/potential.
Jack mentions that he looks specifically for the “4 E’s and a P.” Get this right and you “bat” pretty well.

>Energy (candidates)
>Energize (ability to energize others)
>Edge (ability to say yes or no)
>Execute (someone that gets things done)
>Passion

On how to position a company to emerge successfully from the recession…
Take care of your best people.
Over communicate.
Tell everyone what you are doing and why to overcome fear.
Energize your workforce.
Do not get caught up in defense.
Make the bold moves; there will be a tomorrow.
For the second time, take care of your best people.

What a great keynote/general session! Many thanks to the folks at AAHOA for bringing Jack Welch in to share his insights and thoughts on what leaders should be focused on to effectively navigate the recession.

In my opinion there is a reoccurring theme in the notes I took. Do you see it?