The Life “Blood” of a company – the employee

January 31, 2016 (San Diego)

                                   “Our people are the most important resource”

potential                         People are designed for relationship

Therefore, if we are to take the very best care of our “most important resource” we should be building relationships with them.

The trouble here is that as we are promoted, at best we have less and less time per employee for relationships. Added to that, we have more and more tasks that draw us away from connecting with the employee altogether.

Previously, as the leader of a 3000 person organization I found a few things that helped with the dilemma.

  1. Delegating as much and as appropriate to my immediate support staff. delegationThis allowed me to connect with the support staff, empower them, and give some of my “to do” time to connecting with others in the organization.
  2. Be “on purpose” about who I connected with. Once out of the office I met many people casually in passing. I made sure I was totally present with them no matter the length of the conversation. Though I was meeting people casually I did have some employees I wanted to specifically connect with. Though every employee adds value to the organization not every employee’s contribution is “critical” within a specific time frame.
  3. Be open to suggestions and criticism. For me this is much easier written than done. I am a work in progress when it comes to “not taking hard criticism personally.” This openness I found particularly invaluable since once I was out connecting with people I did not often connect with and I allowed them to be at ease in the conversation, they had great ideas, suggestions, and critical feedback.
  4. Why bother going the “extra mile” to connect with the employees? My research reveals that around 60 – 90% of the potential profits of a standard distributioncompany are in the 45% of the results that are not getting done by the present processes.

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