| There are seven universal principles at work | | | | model and hold yourself to a higher standard on a |
| behind every choice, every interaction, every | | | | daily basis. |
| word that is said and every action that is taken. | | | | Reward people in public and correct them in |
| Understanding these underlying principles will help | | | | private. This will protect their dignity and reinforce |
| you grow and prosper as a leader and as a | | | | that they can take risks. They'll know that if they |
| person. | | | | do make a mistake or fail they won't be publicly |
| 1. Fairness | | | | disgraced for it. |
| Fairness is a principle that's understood by children | | | | 6. Service |
| everywhere, but as we grow up, we each may | | | | "For he that is least among you all, the same shall |
| develop our own individual concept of what is and | | | | be great" Luke, 9:48. A good leader not only leads |
| isn't fair. On your team, there needs to be a | | | | the group, he or she is also a servant to the |
| common understanding of fairness, and it needs | | | | group - a champion for their cause; someone in |
| to be defined, communicated and demonstrated | | | | their corner that will back them up, support them |
| by you as the leader every day. | | | | and mentor them. |
| When you make decisions, be open and honest | | | | It's about not just being a figurehead leader, but |
| with your team about how they were made and | | | | being of service, working WITH the team and |
| why. People may be resentful or mistrusting of | | | | meeting their needs. Examples include making sure |
| decisions that have been handed down arbitrarily | | | | they have the equipment they need to fulfill their |
| or without input and explanation. | | | | roles or helping them to cut through the red tape |
| 2. Honesty, Integrity and Trust | | | | of bureaucracy. |
| The people on your team want and need to trust | | | | In his book, "The Seven Habits of Highly Effective |
| you. They want to know that you've given them | | | | People", Stephen Covey advocates that you |
| all of the facts and that nothing is being hidden | | | | "seek to understand rather than be understood". |
| from them. The way to gain that trust is by | | | | Aim to understand the needs of your team |
| being honest and living with integrity. | | | | members, and to serve them instead of just |
| If you meet this need for them, you'll gain their | | | | leading them. |
| trust, understanding and faith. This can't be | | | | The leader has to create the sense of a team or |
| accomplished by what you say; it needs to be | | | | a family, adopting the mentality that, "We |
| proven by how you live. | | | | succeed or fail as a team". Leaders who don't |
| When you do make a mistake or a bad decision, | | | | understand this are the ones who take the credit |
| disclose it. Don't blame someone else, lie or | | | | when things are good and blame others when |
| pretend it didn't happen. Be honest about it and | | | | things are bad. |
| move forward. | | | | In difficult times, teams need to have a leader |
| 3. Potential | | | | they can rely on to act as their champion. It is |
| Everyone is capable of being and doing more than | | | | the leader's job to wear the target and shield the |
| they are now. Everyone on your team - whether | | | | team if they come under fire. That may mean |
| they're a rookie or a subject matter expert - | | | | taking ultimate responsibility for a failure or |
| needs to feel that you see his or her potential to | | | | mistake, or fighting to keep funds or people. |
| grow, acquire new skills and develop. | | | | When the outside world is taking shots at the |
| People look to a leader to evoke that from them, | | | | project, or if there are roadblocks to the project, |
| inspiring and allowing them to grow, evolve and | | | | it's the leader's job to shelter the team, take the |
| fulfill their potential so they're constantly improving | | | | shots and get through the roadblocks, so the |
| and learning new things. Don't restrict their growth | | | | team can focus on getting the job done, and not |
| by assuming they'll adhere to your predictions of | | | | get distracted by these outside challenges. |
| how they'll act, think or talk. | | | | 7. Quality |
| See each person's potential and not their | | | | "On my Honor I will do my best". Understand that |
| limitations. Assume they're growing and evolving all | | | | people want to do their best and put out a good |
| the time, and this will empower them to grow | | | | product, no one shows up at work to screw up. |
| into the next phase of their development, instead | | | | As a leader, strive to always exemplify that, |
| of stagnating where they are. | | | | "quality is job one". |
| 4. Growth | | | | Establish a culture where going above and beyond |
| When you're tuned in to each individual's potential | | | | expectations is the standard; not just for the |
| for growth and change, you can help that along, | | | | products or services you create and deliver, but |
| actively supporting the new skills they have | | | | for how you live and work. "Walk the walk", and |
| acquired that will fulfill their potential. You can | | | | exemplify this standard in how YOU live and |
| accelerate their growth by offering them | | | | work, and also in how you lead. Don't cut any |
| concrete opportunities such as training and | | | | corners. Always doing your best is a SACRED |
| upgrading of skills or connecting them to a | | | | PLEDGE that you make to your team. |
| business coach or mentor. | | | | By recognizing and nurturing these seven universal |
| Growth will occur through both positive and | | | | principles, you'll capture the hearts and minds of |
| negative experiences, so encourage your team | | | | everyone that you interact with. We are all |
| members to try new things and to learn and | | | | looking to have the universal principles of Fairness, |
| grow even through failure and mistakes. | | | | Honesty, Potential, Growth, Respect, Service and |
| 5. Respect and Dignity | | | | Quality fulfilled in our lives. If you can fulfill them |
| Respect is difficult to earn and easy to lose. | | | | for your team members, you'll connect at a deep |
| Adopt the "golden rule" - treat people how you | | | | level. |
| want to be treated. Treat each team member | | | | You can achieve anything together if you can |
| with respect and dignity for who they are and for | | | | connect at this basic human level, and your team |
| the work that they're doing. Recognize and | | | | will work harder for you when they feel that |
| embrace their differences and diversity. | | | | connection. And vice-versa, you'll connect and feel |
| Earn respect by acting with dignity and showing | | | | supported by your team if you recognize these |
| that you have respect for yourself. Be a role | | | | needs in them and in yourself. |