Today’s society often requires people to constantly be on the go, to be ahead of the game, and to never make a mistake. The pressure of succeeding and meeting deadlines are everyday issues that leaders face regularly. It is easy to push self-care to the side in order to feel you are meeting the requirements of the job. This could quickly lead to burnout, also known as executive burnout, and can easily trickle down to the staff you lead. Self-care is crucial to staying on your A-Game as a leader and as a positive support system to the people you lead. Mark Athitakis (2018) states that “The CEO who looks after him or herself is in a better position to get the job done, and to encourage everybody on the org chart to feel the same way.”
Traditional Christian values - those accepted principles and standards of behavior that America was founded on - have eroded to the point where they have become irrelevant in today's society. As one thinks about the future of this country, individuals (and society collectively) must begin to wonder what America will look like in 20 or 30 years if things continue as they are. Not that long ago, religion and family created universal values and norms (Kuczmarski and Kuczmarski, 1995). However, in America today there is a prevailing secular worldview that dominates society and as a result, traditional values based on Biblical foundations and Christian principles have been and continue to be under constant attack. From those advocating abortion rights and homosexuality to infidelity in marriage and blatant disrespect for those in authority, the values that the United States of America was founded on appear to be dying a quick death. With these thoughts in mind, leaders throughout American business, government, and the church must seek to understand where the values this country was founded on had their origins so today’s generation can, as it states in Deuteronomy 4:9, "teach them to our children and our grandchildren."
As consumers Americans have come to expect an incredible variety of choices… And we’ve got them. Every day we are faced with increasing numbers of choices:
- Which of the thousands of cable channels do you watch?
- How do you like your coffee? What drive-through do you get it from?
- Do you cook for yourself or choose to become a valued customer at Mighty Taco
Then there are the more involved decisions like who we add as ‘friends’ on Facebook or follow on Twitter and the weighted decisions we make that have budget implications.
Most of us began our careers either making widgets of some kind or selling widgets or delivering the services needed to make widgets work. If our work with widgets was good enough, many of us got promoted into positions of management. This created all kinds of issues in even the best organizations because widget making, widget selling and widget service delivery requires an entirely different skill set than management.
Now that I have retired, I have had the opportunity to reflect on what allowed Wegmans to be successful in helping people reach their maximum potential while achieving required business goals. My core beliefs of happy employees, happy customers, and a solid bottom line were helpful; they were simple ways to continually reinforce the values and business objectives of Wegmans. As I experienced ever-growing responsibilities, I learned that my role needed to evolve into one that committed the required time to strategic leadership—the people on my teams were expecting me to lead them in this critical business requirement. My teammates helped me think this through, and the end result was a process that:
Topics: Lesson in Leadership
“It's not hard to make decisions when you know what your values are.” - Roy Disney
You can't lead others until you can lead yourself. You also can't motivate others unless you can first motivate yourself. The microcosm of the leader as an individual sets up the macro environment around them. Esteemed leadership author John Maxwell sees this fact as critical. In his book The 21 Irrefutable Laws of Leadership, law number one (of twenty-one) is the 'Law of the Lid'. What it says is that the capacity of the organization and its people will be largely determined by the capability and motivations of the leader.
"The function of education is to teach one to think intensively and to think critically. Intelligence plus character - that is the goal of true education." - Dr. Martin Luther King Jr.
When asked about how to build a winning team, former super bowl coach and champion NASCAR owner Joe Gibbs stated “Character is first. If you can’t pass the character test, you’ve got a real problem. And then it goes to smarts. And then you go to talent. Those first two, we’ve learned big lessons in the past.” Across multiple sports, Joe Gibbs has built every winning team he has been part of with this formula. So just how is it that character trumps talent and intellect?
Oreo™ cookies! What images, memories and associations immediately come to mind? The writer’s children would say they remember their dad walking around with a stack of Oreos in one hand and a glass of milk in the other. What do Oreo cookies have to do with leadership? More than you might think.
Leadership and branding strategies have a lot in common. A strong leader is like a memorable brand, and the success of any brand depends on its ability to stand out in the crowd. Branding is the main tool marketers use to distinguish their products from the competition. These same concepts can be used to build and distinguish a leader…a branded leader.
“The future is something which everyone reaches at the rate of sixty minutes an hour, whatever he does, whoever he is.” - C. S. Lewis
Great and effective leaders know that time is the most precious commodity and resource they must manage and leverage. This is because unlike money, energy and talent, time is not a renewable commodity or resource. You only get to spend it once and how time is spent determines the bulk of life’s most significant outcomes. When leaders are good stewards of time, they are content with the present, benefit from their past and establish preferred futures.