Remember when we were young, we were always encouraged to be well-rounded?
Well, in today's speedy, hectic, hyper-connected world, it is even more important to stay balanced ... and that is nothing more than making sure you remain well-rounded. It is so easy to get caught up in everything that needs to get done at work or at home that many times we forget we also need to take time for ourselves.
I'm not simply talking about "me" time. Everyone needs to work on his or her personal development. Have some goals for yourself. It doesn't have to be big, but it should be a stretch from where you are. And, you should have goals for the various roles you play -- for yourself as an individual, a professional, a partner/spouse, a parent, a friend.
Remember to work on the TOTAL YOU, rather than just one aspect of yourself.
Thursday, March 25, 2010
Wednesday, March 3, 2010
"It's Lonely At The Top" ... in the beginning, that is.
Ten years ago, when I first took this leadership post in a related company, the HR Manager (Mary Jo) of my former company told me, "It's lonely at the top, yeah?"
I was young, ambitious, aggressive, idealistic -- just a bundle of energy raring to go and make sweeping changes and improvements. Yet, those changes required making difficult decisions. I was aware of that.
When I first entered the company, people were very hopeful and positive about new leadership. I shared with the people the vision and dreams of the Board -- it was like a renewal of sorts for everyone.
After all the excitement, we settled on actually getting those promises fulfilled. But, change does not come overnight ... and people often forget that change comes at a cost. If the company was to change, if we were to achieve the dreams and vision I shared with them, everyone had to change as well. This was something they did not realize until the time came to actually doing it.
In the beginning, I was so busy with immersing myself in the business -- getting myself up to speed, you might say. I didn't even notice the working lunches and extended hours.
As time went by, however, I did notice a distance between me and people who now reported to me who used to be my friends and buddies before I joined the firm. That's when Mary Jo asked me that question.
I often spoke to Mary Jo, even after joining the new company. We could spend hours talking about what motivates people, and inspires people. I have always believed that great leadership is only as good as its ability to inspire the people who actually do the work. With this premise, my task was huge.
I am lucky to have had a sounding board like Mary Jo, who, during those times when difficult decisions were to be made ... unpopular decisions ... she would sit me down and remind me about our company's core value of compassion.
There is always a good way -- a better way -- of doing or saying anything.
Over time, and with a lot of work and patience, the managers and staff began to realize the value of what I was talking about. Eventually, they saw and they changed. It didn't happen overnight. It was not a total change. But change is good.
In the process, I changed too. And, that is good.
So, my message to new leaders: Go and forge ahead! It may be lonely in the beginning, but eventually, people turn around. Just make sure that in every act, you act with compassion. That is good.
I was young, ambitious, aggressive, idealistic -- just a bundle of energy raring to go and make sweeping changes and improvements. Yet, those changes required making difficult decisions. I was aware of that.
When I first entered the company, people were very hopeful and positive about new leadership. I shared with the people the vision and dreams of the Board -- it was like a renewal of sorts for everyone.
After all the excitement, we settled on actually getting those promises fulfilled. But, change does not come overnight ... and people often forget that change comes at a cost. If the company was to change, if we were to achieve the dreams and vision I shared with them, everyone had to change as well. This was something they did not realize until the time came to actually doing it.
In the beginning, I was so busy with immersing myself in the business -- getting myself up to speed, you might say. I didn't even notice the working lunches and extended hours.
As time went by, however, I did notice a distance between me and people who now reported to me who used to be my friends and buddies before I joined the firm. That's when Mary Jo asked me that question.
I often spoke to Mary Jo, even after joining the new company. We could spend hours talking about what motivates people, and inspires people. I have always believed that great leadership is only as good as its ability to inspire the people who actually do the work. With this premise, my task was huge.
I am lucky to have had a sounding board like Mary Jo, who, during those times when difficult decisions were to be made ... unpopular decisions ... she would sit me down and remind me about our company's core value of compassion.
There is always a good way -- a better way -- of doing or saying anything.
Over time, and with a lot of work and patience, the managers and staff began to realize the value of what I was talking about. Eventually, they saw and they changed. It didn't happen overnight. It was not a total change. But change is good.
In the process, I changed too. And, that is good.
So, my message to new leaders: Go and forge ahead! It may be lonely in the beginning, but eventually, people turn around. Just make sure that in every act, you act with compassion. That is good.
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