Five years ago today, I woke with an energy I hadn’t felt before. At the time, I wasn’t the kind of person who believed in serendipity or epiphanies or hope, even, because—let’s face it—that stuff gets a little hokey. At the time, I probably would’ve identified as a “cynical daydreamer” at best.
I had been career-soul-searching after leaving a beloved long-time role that drew a passion for work I didn’t know existed. The departure was necessary, as the founders who shaped the company—and me—moved on to enjoy their twilight years. The departure was timely, as with them left the heart and soul of the business, leadership and mentorship like none other, and an invaluable industry knowledge that only comes with time, investment in your team, and relationships with clients.
They gave a damn. And it became crystal clear, in one poignant moment, that the critical component to any successful “people business” is just that—giving a damn.
What I’ve learned over the last five years is that most of the “dreamy” things people discard as insignificant in business are the exact things that keep people and teams together.
It’s genuinely connecting with people and connecting them to each other.
It’s open and fluid communication within your team.
It’s showing heart and transparency about your own love of the work.
It’s building rapport, which builds trust, which builds consensus.
It’s believing in and acting on perfect timing.
Today, people talk incessantly about engagement. About retention. About employee satisfaction.
At the end of the day, talk is cheap, and none of those things happen without taking decisive action around your business, your team, and yourself.
And—as hokey as it sounds—none of that happens without relationships. Just try to do a complete administrative rebuild for a 500-person law firm without establishing trust and consensus, and let us know how it goes.
Leaders:
I challenge you to LEAD, which starts with a look inside and around you;
I challenge you to communicate in such a way that no one is surprised about changes that directly impact them;
I challenge you to be human with your team and check in with them, even when you don’t need anything from them;
I challenge you—when the time is right—to invest in your team where it’s needed;
I challenge you to listen to your team. Only THEY can tell you what they need;
I challenge you . . . to give a damn.