My palms get sweaty when I read, “We measure success by the way we touch the lives of people.”**
Aim at nothing – you hit it. I feel a need to define my aspirations concerning the way I touch the lives of people.
How will I touch the lives of people when:
- Projects stall.
- Performance exceeds expectation.
- Problems emerge unexpectedly.
- Performance reviews are discussed. (I sincerely hope you have stopped wasting time on traditional performance reviews.)
- Opportunities arise.
- Meetings are convened.
- Tough conversations are required.
Does it make your palms sweaty to assume responsibility for the way you touch the lives of people? I hope so.
Results aren’t human.
Responsibility for delivering results feels easier if you exclude responsibility for touching lives. When numbers are all that matters, people become numbers.
Can you answer these awkward questions?
- What are your team member’s aspirations?
- How do you want people to feel about themselves?
- How are people finding fulfillment in their responsibilities and roles?
- How do people know their contribution to organizational mission and vision?
- What are you doing to develop people?
- What do you know about your team member’s families?
- What makes your teammates proud?
The above questions feel awkward when leaders neglect people at the expense of results.
I hate to use the word “feelings.” It feels weak. But, touching lives includes feelings.
Leaders who touch lives understand emotional results.
Successful leaders have teams who feel:
Leaders who touch lives have teams who produce results.
What happens in your thinking if you define success by the way you touch the lives of people?
**This post is inspired by “Everybody Matters,” by Bob Chapman and Raj Sisodia
Bob is Chairman and CEO of Barry-Wehmiller, a combination of nearly 70 acquired companies valued at approximately $2 billion with 9,000 employees.
Book website: www.everybodymattersbook.com