More than 2,300 years ago, Aristotle said, “Pleasure in the job puts perfection in the work.” If this were written in today’s terms, it would fall under the heading of what we now call “employee engagement.”
Ideally, business owners should strive to be a likeable leader—yet not too likeable, lest they be mistaken for a pushover. Finding the right balance between the two can be tricky. Here are some tips for being a likeable leader without being a pushover.
No one can be certain what tomorrow will bring, so it is critical that every entrepreneur or manager has a successor in place. This is typically a two-step process: First, you have to find the right individual; then you have to provide training to ensure the person is prepared to handle the demands of the role.
Work. Life. It’s the war of the worlds. At least, it seems like it. You work all day, and it never seems like you get a break—even when you kick your feet up on the coffee table at home. You’re stressed out, and you’re not getting good sleep.
To the extent that one shares meaning with another, the two parties communicated. Anyone familiar with the academic side of communication can tell you, it’s very difficult for any two people, much less groups, to accurately convey meaning to one another.
It’s important to understand the gravity of effective communication in business, then build a culture around it. Putting great communication at the center of your business is the greatest way to ensure success.
It’s essential that your team members know what’s expected of them. When they start, generally they’re given a job description but that’s not enough. Clear expectations set the standards and means there’s no confusion and everyone is working towards the same goal.
I have seen time and again how the committed take responsibility for their actions. In our high-litigation culture, there’s always someone else to blame. It can be easy to point the finger at suppliers, underlings, partners, and managers that just can’t seem to get things right.
Instead of talking about principles, we spend a lot of time talking about rules: “Do this, do it this way, don’t do that.” When our rules don’t cover everything, we’re lost. We don’t know what to do. Generally, the reaction is to create more rules.
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