Whenever our family sits down to watch football, it is always interesting to watch my children decide who they are rooting for. My five-year-old son is often torn, but usually picks the team his father is rooting for. My three-year-old daughter on the other hand, is very strategic with her allegiance. Rather than picking a team, she prefers to choose one person and root for them. At the beginning of each game, she carefully scans both sets of uniforms and proudly announces her chosen number. “Number 63, that’s who I’m rooting for!” “You have to choose a team,” my son often explains. “No, I don’t, I’m just rooting for one person,” she responds. “But you have to pick a team.” “No I don’t.” “Yes you do!” “No I don’t.” “Mom!” my son shouts, “Aren’t you supposed to root for a whole team?” “It’s a team. Isn’t it wrong to root for one player?”
I’m sure you can already see where I am going with this. It is very obvious when a manager or supervisor is playing favorites. Employees are watching. They are keeping score of how many times you go to lunch with someone and how often they interrupt a conversation between the two of you. They are listening for your after work plans and to your morning debrief to see which members of your team are included in your personal time. Personal talk before or after meetings, inside jokes and even regularly scheduled carpool arrangements could send clues that someone is being singled out for special treatment. It may be overt or it may be even be unintentional. Whatever the origin, it can be very disruptive. Even with great intentions, personal relationships can interfere with team-wide influence.
This behavior makes employees feel like work is a contest that they will never win. It effects motivation, productivity and could ultimately affect the bottom line. Pretty soon, they may start sounding like my son, “Aren’t you supposed to root for a whole team?” Employees will say this indirectly, through sidebar comments or waiting to be asked rather than volunteering. They may show up late or leave right on the dot of quitting time, just to avoid the feeling of being slighted in conversation. They may even resign or transfer out of fear that performance evaluations could lack objectivity.
What is a manager to do? There is never any harm in remaining as professional as possible. Maintaining a business like decorum while at work, especially if this type of behavior is or has been pervasive in your office, is a must. Connections of a personal nature should not compromise your ability to exude leadership influence over your entire team. Look at your calendar to find out how often you are meeting with your staff. Is it balanced?
If a personal relationship with someone at work is of concern, have a short conversation with the person explaining your needs, boundaries, and your responsibility to your entire team. If they do not understand, it may be time for a new definition of relationship.
Your Pursuit Is My Passion,
Tonya
www.tonyadorsey.com
Monday, December 1, 2008
Wednesday, November 19, 2008
You Never Get A Second Chance
I met a wonderful business professional a few weeks ago. In true networking fashion, we exchanged business cards at the conclusion of our conversation. The business card I received contained some very interesting graphic design work. The physical address, email address, and phone number were scratched out in ballpoint pen. Yes, scratched. This was not just a single line drawn through the information. It was scratched like a preschooler’s early attempts at coloring. I wanted to throw a yellow flag and call out, “Penalty, un-businesslike conduct…fifteen yards! We will repeat the first ‘impression’ down!”
We are all very busy doing the busy work of our businesses. However, there are a few things we must be sure to update on a regular basis to avoid compromising our first impressions:
1. Website – Each page on the website should reflect the most current information about your business. Remember to update information such as services offered, contact information, and testimonials. Regularly check your website to ensure all links are functional, and that the website is operational.
2. Blogs – If your website links to blogs, be sure to have current postings listed. Avoid huge gaps of time between postings.
3. Stationery – Letterhead, envelopes, and business cards should carry the same graphic images for consistency in branding and include current contact information.
4. Marketing Materials – Flyers, brochures, and mailers should have your most updated service offerings, event information, and dates. If you reuse the same template for a reoccurring event, be sure to change the date of the event, and/or any other new information.
5. Pricing Information – Pricing quoted verbally should always coincide with written pricing. New pricing should be reflected on all written materials before implementing.
6. List of Employees – Title changes should be communicated when it is important for customers to understand roles and responsibilities. Extended conversation about the reasons that staff have left either voluntarily or involuntarily should be avoided. Employee signage should be changed the first full day of an employee's vacancy or assignment to a new role.
7. Voice Mail Messages – Have you ever called someone on Thursday and heard, “Hello, today is Monday and I will not be in the office….” Be sure that both primary messages and busy messages contain your availability, current hours, and after hours contact information.
8. Signage – Everything that is hung, posted, or displayed should reflect your most updated information. Avoid having to tell patrons, “I’m sorry, that information is out of date.”
9. Reception Area Materials – Magazines that are dated outside the most recent quarter should be recycled.
10. Your Look – If everything about your business is updated, but you still look like your high school yearbook picture it may be time to make a change!
Right or wrong, people will draw conclusions about the quality of your services even before they utilize them based on their first impressions. What happens in the first five to ten seconds of encountering your business directly impacts future consumer decisions. Do not miss the opportunity to make the most professional first impression.
Your Pursuit is My Passion,
Tonya
www.tonyadorsey.com
We are all very busy doing the busy work of our businesses. However, there are a few things we must be sure to update on a regular basis to avoid compromising our first impressions:
1. Website – Each page on the website should reflect the most current information about your business. Remember to update information such as services offered, contact information, and testimonials. Regularly check your website to ensure all links are functional, and that the website is operational.
2. Blogs – If your website links to blogs, be sure to have current postings listed. Avoid huge gaps of time between postings.
3. Stationery – Letterhead, envelopes, and business cards should carry the same graphic images for consistency in branding and include current contact information.
4. Marketing Materials – Flyers, brochures, and mailers should have your most updated service offerings, event information, and dates. If you reuse the same template for a reoccurring event, be sure to change the date of the event, and/or any other new information.
5. Pricing Information – Pricing quoted verbally should always coincide with written pricing. New pricing should be reflected on all written materials before implementing.
6. List of Employees – Title changes should be communicated when it is important for customers to understand roles and responsibilities. Extended conversation about the reasons that staff have left either voluntarily or involuntarily should be avoided. Employee signage should be changed the first full day of an employee's vacancy or assignment to a new role.
7. Voice Mail Messages – Have you ever called someone on Thursday and heard, “Hello, today is Monday and I will not be in the office….” Be sure that both primary messages and busy messages contain your availability, current hours, and after hours contact information.
8. Signage – Everything that is hung, posted, or displayed should reflect your most updated information. Avoid having to tell patrons, “I’m sorry, that information is out of date.”
9. Reception Area Materials – Magazines that are dated outside the most recent quarter should be recycled.
10. Your Look – If everything about your business is updated, but you still look like your high school yearbook picture it may be time to make a change!
Right or wrong, people will draw conclusions about the quality of your services even before they utilize them based on their first impressions. What happens in the first five to ten seconds of encountering your business directly impacts future consumer decisions. Do not miss the opportunity to make the most professional first impression.
Your Pursuit is My Passion,
Tonya
www.tonyadorsey.com
Monday, November 10, 2008
It's a Beautiful Day in the Neighborhood!
I came home from a speaking engagement yesterday to find my neighbors outside enjoying some unseasonably warm weather. We exchanged greetings, and I headed inside to unwind from my late night and early morning activities. My daughter wandered over into their driveway, which opened the door to a lengthier exchange of dialogue. Truth be told, I wanted to go in and rest. However, my daughter’s visit led to an unavoidable segue into a neighborly conversation.
During that conversation, they noticed I looked a bit tired. “Would you like us to watch your children for a while so you can rest?” Wow, I could not believe my ears. I had traveled four hours round trip the evening prior, spoke that morning at 10 am, and was definitely feeling a bit run down. This felt like manna from heaven. I hesitated not wanting to impose, but later decided to accept the gracious offer, and went inside for a short nap.
I took a moment to reflect on their kind gift, and what it meant in light of my work. It is absolutely necessary to build an infrastructure that can support our process of pursuit. If we become solely focused on the coming and going of it all, we may miss the opportunity to nurture the relationships that could provide necessary assistance in reaching our goals. We concentrate on networking for business opportunities, filling our address books with a who’s who of contacts. How many people do you know that will facilitate an opportunity to rest? Recharging is a vital component of success. At that particular moment, their offer was worth just as much as an offer to speak to a group of 1000!
Do not involve yourself so extensively in the pursuit that you miss an opportunity to nurture relationships. You may find opportunities to pursue your goals or renew your spirit.
Your Pursuit Is My Passion,
Tonya
www.tonyadorsey.com
During that conversation, they noticed I looked a bit tired. “Would you like us to watch your children for a while so you can rest?” Wow, I could not believe my ears. I had traveled four hours round trip the evening prior, spoke that morning at 10 am, and was definitely feeling a bit run down. This felt like manna from heaven. I hesitated not wanting to impose, but later decided to accept the gracious offer, and went inside for a short nap.
I took a moment to reflect on their kind gift, and what it meant in light of my work. It is absolutely necessary to build an infrastructure that can support our process of pursuit. If we become solely focused on the coming and going of it all, we may miss the opportunity to nurture the relationships that could provide necessary assistance in reaching our goals. We concentrate on networking for business opportunities, filling our address books with a who’s who of contacts. How many people do you know that will facilitate an opportunity to rest? Recharging is a vital component of success. At that particular moment, their offer was worth just as much as an offer to speak to a group of 1000!
Do not involve yourself so extensively in the pursuit that you miss an opportunity to nurture relationships. You may find opportunities to pursue your goals or renew your spirit.
Your Pursuit Is My Passion,
Tonya
www.tonyadorsey.com
Monday, November 3, 2008
"Tremendous" Advice
Two years before starting my business, I had breakfast, lunch or dinner with a business professional at least once a month. I wanted to find out as much as I could about owning a small business. When I met with Laura Schanz, a consultant operating out of Lancaster, PA, she asked me two questions, “Who do you know?” and “What books are you reading?”
The questions were patterned after a phrase her uncle was known for: “You are the same today as you’ll be five years from now, except for two things…the people you meet and the books you read.”
Knowing people is about more than networking for business opportunities. Knowing people is about finding out what they know that you do not. Knowing people is about finding individuals who will celebrate your successes and help you through your challenges.
Reading is about more than enjoyment or escape. Reading is about expanding your pool of resources. Reading is about finding new ways to tackle old problems. Reading is about ensuring that your knowledge is not dated.
If you run your business solely on what you have learned up until today, you stand the chance of running out of relevant solutions, and risk losing pace with your competition. Carving out time to stay current in your skills is not an option, it is a mandate to ensure the vitality of your business.
Laura reminded me of this charge, and I am sure she will be thinking about this statement at her uncle’s memorial service on November 7th. On October 16, 2008 Laura’s uncle, Charlie “Tremendous” Jones, passed away. I only crossed his path once, but his advice will stay with me for a lifetime.
This week’s questions: Are you the smartest, most experienced person in your circle? Do you give advice more often than you seek advice? If so, it may be time for you to make some new connections. Have you read a book recently in your area of service provision? When is the last time you read a book about leadership, management, or business development? Cannot remember? It may be time for you to give some business to a local bookstore.
The questions were patterned after a phrase her uncle was known for: “You are the same today as you’ll be five years from now, except for two things…the people you meet and the books you read.”
Knowing people is about more than networking for business opportunities. Knowing people is about finding out what they know that you do not. Knowing people is about finding individuals who will celebrate your successes and help you through your challenges.
Reading is about more than enjoyment or escape. Reading is about expanding your pool of resources. Reading is about finding new ways to tackle old problems. Reading is about ensuring that your knowledge is not dated.
If you run your business solely on what you have learned up until today, you stand the chance of running out of relevant solutions, and risk losing pace with your competition. Carving out time to stay current in your skills is not an option, it is a mandate to ensure the vitality of your business.
Laura reminded me of this charge, and I am sure she will be thinking about this statement at her uncle’s memorial service on November 7th. On October 16, 2008 Laura’s uncle, Charlie “Tremendous” Jones, passed away. I only crossed his path once, but his advice will stay with me for a lifetime.
This week’s questions: Are you the smartest, most experienced person in your circle? Do you give advice more often than you seek advice? If so, it may be time for you to make some new connections. Have you read a book recently in your area of service provision? When is the last time you read a book about leadership, management, or business development? Cannot remember? It may be time for you to give some business to a local bookstore.
Tuesday, October 28, 2008
Everyone Needs to Meet Fred
I was having dinner with my husband and kids. While sipping our drinks, one of the children spilled their milk. We flagged down the closest server to ask for napkins. The server grabbed a few and gave them to us. When one of the kids asked for more milk, he responded in a way that sadly came as no surprise. “I’m not your server.”
Now, I graduated from high school, college, and am currently in a master’s program. My husband is currently working on his second masters. Surely we could tell the difference between our tall, engaging, original server, and the shorter, curt, mad because his parents made him get a job secondary server. Did he honestly think we needed to be reminded that our table was outside of his designated zone? Did that fact supersede our child’s need for milk?
Someway, somehow, quality service did not make it into the new millennium. Some would say it was lost way back in the 80’s, probably packed away with a pair of parachute pants, Jane Fonda Workout tapes, and leg warmers. No matter how out of style it may seem, there is absolutely no substitute for good old-fashioned customer service. Do you want your business to stand apart from your competitors? Does your business thrive on the revenue of repeat customers? Is new business driven by the referral of a satisfied customer? If so, I would like to introduce you to Fred.
Fred was a mail carrier. He noticed that mail at a certain house on his route was piling up. In today’s world Fred might have continued adding to the pile until it was spilling out of the box. He might have thrown the excess mail away, or stuffed it in his chimney. He may have even put in another person’s mailbox. Instead, Fred knocked on his customer’s door, greeted him by name, and asked about his line of work.
His customer, Mark, was a professional speaker. He told Fred that he traveled 160 to 200 days a year. Fred could have turned this conversation into an argument over the mail’s condition. He could have asked Mark if he thought his job was more important than his. Instead, Fred said this, “if you just give me a copy of your schedule, I’ll hold your mail and bundle it. I’ll only deliver it on days that you are at home to receive it.” Do you think Fred lived up to his promise? Absolutely, and for the next ten years, Fred provided remarkable customer service consistent to his very first encounter with Mark. Don’t believe me? Pick up a copy of the National Best Seller (New York Times, Wall Street Journal, Business Week), “The Fred Factor,” by Mark Sanborn.
Now back to my dinner. My waiter could have done one of three things. 1) He could have brought the milk to the table. 2) He could have simply taken our request, left to find our original server, who could have magically returned with the milk. Or, 3) He could have told us that he would find our server to ask her to return to the table. Instead, he told us a fact we already knew, which did nothing to help our situation. It was not about tip; it was not about zones. It was about the need for server B to be introduced to Fred.
This week’s question: How much attention are you paying to customer service? Do you greet your regulars by name? Are new customers welcomed as enthusiastically as returning patrons? Does your new employee training include an emphasis on customer service? Walk into your business as a customer, and find out if you and/or your staff need to meet Fred.
Now, I graduated from high school, college, and am currently in a master’s program. My husband is currently working on his second masters. Surely we could tell the difference between our tall, engaging, original server, and the shorter, curt, mad because his parents made him get a job secondary server. Did he honestly think we needed to be reminded that our table was outside of his designated zone? Did that fact supersede our child’s need for milk?
Someway, somehow, quality service did not make it into the new millennium. Some would say it was lost way back in the 80’s, probably packed away with a pair of parachute pants, Jane Fonda Workout tapes, and leg warmers. No matter how out of style it may seem, there is absolutely no substitute for good old-fashioned customer service. Do you want your business to stand apart from your competitors? Does your business thrive on the revenue of repeat customers? Is new business driven by the referral of a satisfied customer? If so, I would like to introduce you to Fred.
Fred was a mail carrier. He noticed that mail at a certain house on his route was piling up. In today’s world Fred might have continued adding to the pile until it was spilling out of the box. He might have thrown the excess mail away, or stuffed it in his chimney. He may have even put in another person’s mailbox. Instead, Fred knocked on his customer’s door, greeted him by name, and asked about his line of work.
His customer, Mark, was a professional speaker. He told Fred that he traveled 160 to 200 days a year. Fred could have turned this conversation into an argument over the mail’s condition. He could have asked Mark if he thought his job was more important than his. Instead, Fred said this, “if you just give me a copy of your schedule, I’ll hold your mail and bundle it. I’ll only deliver it on days that you are at home to receive it.” Do you think Fred lived up to his promise? Absolutely, and for the next ten years, Fred provided remarkable customer service consistent to his very first encounter with Mark. Don’t believe me? Pick up a copy of the National Best Seller (New York Times, Wall Street Journal, Business Week), “The Fred Factor,” by Mark Sanborn.
Now back to my dinner. My waiter could have done one of three things. 1) He could have brought the milk to the table. 2) He could have simply taken our request, left to find our original server, who could have magically returned with the milk. Or, 3) He could have told us that he would find our server to ask her to return to the table. Instead, he told us a fact we already knew, which did nothing to help our situation. It was not about tip; it was not about zones. It was about the need for server B to be introduced to Fred.
This week’s question: How much attention are you paying to customer service? Do you greet your regulars by name? Are new customers welcomed as enthusiastically as returning patrons? Does your new employee training include an emphasis on customer service? Walk into your business as a customer, and find out if you and/or your staff need to meet Fred.
Monday, October 20, 2008
Great Expectations
My husband and I went out for coffee last Wednesday night. We went to a local “star” coffee shop. John, the man working behind the counter, was more than friendly. He gave us many interesting options for our evening cup of java. John almost sold me on something new, but I decided to maintain my loyalty to a delicious cup of chai tea latte.
My chai is the same every time I have it: medium, skim milk, and two sugar substitutes. John made the perfect drink. The spicy aroma rose through the steam. I could already taste it. I opened the sweetener packets and poured, adding the finishing touches. All I needed was a stirrer, and I could take my first flavorful sip. I looked. I looked again. I looked once more. There were no stirrers. “Hmmm, this is odd,” I thought. “I’m sure it must be someone’s responsibility to keep an eye on these things.” I decided to let friendly John know. I knew he would get right on top of the situation.
“We don’t have any,” John said apologetically. My countenance dropped. “Excuse me?” John answered again, “Yes, that’s correct, we do not have any stirrers.” “Wow,” I said a bit puzzled. Thinking I could probably joke with him a little after our opening conversation, I asked the obvious question. “Isn’t this the ‘star’ of coffee shops? What do you mean you don’t have any stirrers?” Then he said something even more amazing. “We haven’t had any for two days.” I wanted to sip my chai to bring some comfort to this unbelievable situation, but everything in my cup was still improperly blended! I decided that I owed it to the coffee drinking public to dig deeper into this mystery.
“So, mister friendly man behind the counter,” John smiled knowing more questions were coming. “How is it that the ‘star’ of coffee shops can be out of stirrers? Stirrers are just a given. We don’t even think about them. They just exist. Like air, and taxes. What happened?” He started laughing. “Well, our regulars take two or three at a time, and we ran out sooner than anticipated.” I thought I could get away with one more question. “If this is a regular occurrence, shouldn’t the person ordering account for it?” John nodded in agreement. “You would think, ma’am, but the upper echelon is all new, and they don’t know how to order. We’ll have more on Friday.”
I decided he had had enough of my polite inquisition. Friday??? I could not get it out of my mind. A coffee shop out of stirrers for one week, how does that affect business? I am only a once or twice a month customer. Will the once or twice a day customers still come in after a five-day stirrer shortage? As I considered these questions, a stirrer suddenly appeared before my eyes. John smiled. “Here you go, ma’am, we are supposed to save these for our oatmeal, but I had to give you one.”
They had oatmeal, but no stirrers? Go figure!
This Week’s Question: What expectations do your customers have? Do you take for granted things like an updated menu, clean restrooms, or being open during posted hours of operation? What intangible expectations do they have, such as eye contact, a smile, or prompt service? Walk in to your business as a customer, and see if your business meets your expectations.
My chai is the same every time I have it: medium, skim milk, and two sugar substitutes. John made the perfect drink. The spicy aroma rose through the steam. I could already taste it. I opened the sweetener packets and poured, adding the finishing touches. All I needed was a stirrer, and I could take my first flavorful sip. I looked. I looked again. I looked once more. There were no stirrers. “Hmmm, this is odd,” I thought. “I’m sure it must be someone’s responsibility to keep an eye on these things.” I decided to let friendly John know. I knew he would get right on top of the situation.
“We don’t have any,” John said apologetically. My countenance dropped. “Excuse me?” John answered again, “Yes, that’s correct, we do not have any stirrers.” “Wow,” I said a bit puzzled. Thinking I could probably joke with him a little after our opening conversation, I asked the obvious question. “Isn’t this the ‘star’ of coffee shops? What do you mean you don’t have any stirrers?” Then he said something even more amazing. “We haven’t had any for two days.” I wanted to sip my chai to bring some comfort to this unbelievable situation, but everything in my cup was still improperly blended! I decided that I owed it to the coffee drinking public to dig deeper into this mystery.
“So, mister friendly man behind the counter,” John smiled knowing more questions were coming. “How is it that the ‘star’ of coffee shops can be out of stirrers? Stirrers are just a given. We don’t even think about them. They just exist. Like air, and taxes. What happened?” He started laughing. “Well, our regulars take two or three at a time, and we ran out sooner than anticipated.” I thought I could get away with one more question. “If this is a regular occurrence, shouldn’t the person ordering account for it?” John nodded in agreement. “You would think, ma’am, but the upper echelon is all new, and they don’t know how to order. We’ll have more on Friday.”
I decided he had had enough of my polite inquisition. Friday??? I could not get it out of my mind. A coffee shop out of stirrers for one week, how does that affect business? I am only a once or twice a month customer. Will the once or twice a day customers still come in after a five-day stirrer shortage? As I considered these questions, a stirrer suddenly appeared before my eyes. John smiled. “Here you go, ma’am, we are supposed to save these for our oatmeal, but I had to give you one.”
They had oatmeal, but no stirrers? Go figure!
This Week’s Question: What expectations do your customers have? Do you take for granted things like an updated menu, clean restrooms, or being open during posted hours of operation? What intangible expectations do they have, such as eye contact, a smile, or prompt service? Walk in to your business as a customer, and see if your business meets your expectations.
Sunday, October 12, 2008
How's Your Driving?
I like to drive. I like to get where I am going. Quickly. If you surveyed the amount of time I spend in the slow lane and the amount of time I spend in the fast line...well…you get the picture. I would rather drive a longer route of open road than a shorter route with lots of stops. I like to keep moving. I never leave my place of origin blindly. I factor in time of day, timing of lights, and the WTOP traffic reports every hour on the eights.
Given these facts, imagine my reaction when someone asks to follow me to a destination. Follow me? Do you know what your “following” means for me? I have to spend half of my time checking my rear view mirror to make sure you are still behind me. If I make any changes to my route, I cannot just devise my own detour. I have to let you know what I am doing – waving to you outside of my window, blinking my lights, and calling you on your cell phone hoping not to get your voice mail.
Your “following” means I have to think more, especially when I approach a light. When that happens, please anticipate what I will do and do the same. If I go through, you go through. If I do not, please do not run into me. There is one more important thing to remember. Please do not require me to slow my natural pace. I do not want to come to a complete stop just to wait for you. I like to keep moving. I like to get where I am going.
These thoughts may sound extreme, but think about it. Can you relate to my experience when considering your employees? Do you feel like getting from point A to point B is easier alone? Are you frustrated when you have to take time to explain your decisions? Do you wish your team would just anticipate what you want them to do? Do certain staff members follow too close? Do you spend time waiting around for others to catch up?
Driving and managing may not appear to be synonymous, however, they both at times require leadership. Leading often interrupts your natural pace. It is time consuming. It requires communication. It requires patience. It requires you to understand your employees as much you want them to understand you. In short, your leadership directly impacts your teams’ ability to follow.
This week’s thought: If you led your team to a distant destination by car, everyone driving solo, would you arrive together? Do not just drive when managing your employees; provide the leadership that best positions your team to follow.
Tonya
Given these facts, imagine my reaction when someone asks to follow me to a destination. Follow me? Do you know what your “following” means for me? I have to spend half of my time checking my rear view mirror to make sure you are still behind me. If I make any changes to my route, I cannot just devise my own detour. I have to let you know what I am doing – waving to you outside of my window, blinking my lights, and calling you on your cell phone hoping not to get your voice mail.
Your “following” means I have to think more, especially when I approach a light. When that happens, please anticipate what I will do and do the same. If I go through, you go through. If I do not, please do not run into me. There is one more important thing to remember. Please do not require me to slow my natural pace. I do not want to come to a complete stop just to wait for you. I like to keep moving. I like to get where I am going.
These thoughts may sound extreme, but think about it. Can you relate to my experience when considering your employees? Do you feel like getting from point A to point B is easier alone? Are you frustrated when you have to take time to explain your decisions? Do you wish your team would just anticipate what you want them to do? Do certain staff members follow too close? Do you spend time waiting around for others to catch up?
Driving and managing may not appear to be synonymous, however, they both at times require leadership. Leading often interrupts your natural pace. It is time consuming. It requires communication. It requires patience. It requires you to understand your employees as much you want them to understand you. In short, your leadership directly impacts your teams’ ability to follow.
This week’s thought: If you led your team to a distant destination by car, everyone driving solo, would you arrive together? Do not just drive when managing your employees; provide the leadership that best positions your team to follow.
Tonya
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