Right Attitudes

Ideas for Impact

Employee Development

Why Hiring Self-Leaders is the Best Strategy

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The best leaders understand the power of self-leadership. When you have a team of self-leaders, you can step back and let them do what they do best—lead themselves.

To build a team of self-leaders, look for naturally curious, driven, and goal-oriented individuals. Seek out people who can work independently and collaborate with others when needed. These folks only need a little hand-holding, are self-motivated, and take the initiative without being told what to do.

Idea for Impact: With a team of self-leaders, you can focus on the bigger picture and trust that the day-to-day tasks are handled with care. So, consider hiring a team of self-leaders to take your organization to new heights. They’ll get things done efficiently and effectively while freeing you up to focus on what matters most.

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Emotional Intelligence Is Overrated: The Problem With Measuring Concepts Such as Emotion and Intelligence

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In the contemporary landscape, relying solely on cognitive intelligence tests to evaluate the managerial potential of MBA students is increasingly considered inadequate. It has become fashionable for successful managers to need emotional intelligence to thrive in their roles.

Within human resources, there is a growing trend to define an individual’s ability to understand emotional expressions as a form of “intelligence,” measuring it through an emotional quotient (EQ) and considering it a personality trait. However, it is worth noting that people often find it refreshing to shed the façade they present in public and freely express their genuine thoughts, emotions, and actions in informal “off-the-record” situations rather than conforming to formalities during official meetings.

While some proponents argue that EQ encompasses all dimensions of managerial success that IQ fails to measure, this widely accepted viewpoint lacks credible scientific evidence. Unlike IQ, a clearly defined measure of cognitive abilities, there is no agreed-upon definition of emotional intelligence, and various EQ tests produce vastly different results. Moreover, societal biases and cultural upbringing can significantly influence EQ scores. Indeed, the claim that EQ is twice as vital as IQ is an entirely baseless and unproven assertion.

Emotional intelligence is an intricate and dynamic concept encompassing a broad spectrum of emotional competencies, social skills, and self-awareness. Attempting to simplify it into a single score may not adequately capture its subtleties and complexities.

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From the Inside Out: How Empowering Your Employees Builds Customer Loyalty

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At a time when apathy and distrust are so endemic in many organizations, some companies have nurtured employee loyalty to create customer loyalty flourish. The following case studies will substantiate the cultivation of a positive work environment that prioritizes employee recognition and support invariably results in exceptional customer service.

The Nordstrom Way: Enabling Employees to Have the Freedom and Vision to Become Self-Directing

Nordstrom’s founders created a culture that prioritized a “worshipful relationship” with its luxury department store customers and empowered employees to do everything they could to please them. The Nordstrom Handbook emphasizes outstanding customer service and encourages employees to set high personal and professional goals, expressing confidence in their abilities. The company’s Rule 1 reads: “Use good judgment in all situations. There will be no additional rules. Please feel free to ask your department manager, store manager, or division manager any question at any time.” Nordstrom’s success is a testament to empowering employees and supporting policies prioritizing exceptional customer service.

Flying the Fun Skies at Southwest Airlines: Giving Employees the Freedom to Deliver a Great Brand Experience

Southwest Airlines achieved great success early on due to its committed and motivated workforce. Founder Herb Kelleher recognized the importance of prioritizing employee satisfaction to create a culture of caring for one another and providing excellent customer service. Kelleher famously said, “The business of business is people—yesterday, today, and forever. If the employees aren’t satisfied, they won’t provide the product we need.”

To create a positive work environment, Southwest Airlines encouraged fun among its employees, setting it apart from other airlines that were considered dull and unappealing. Celebrating employees and their families is deeply ingrained in Southwest Airlines’ culture, and it is evident in the prominent display of pictures capturing these special moments throughout their office spaces. This people-centric culture helped the company attract and retain talented workers passionate about their jobs and provide top-notch customer service, which made flying with the airline a fun experience. Despite the potential cost savings, Kelleher remained committed to celebrating employees with parties, banquets, gifts, birthday cards, and outings, citing the value of having the fewest customer complaints in the industry.

Beyond the Call of Duty: Ladies and Gentlemen Serving Ladies and Gentlemen at Ritz-Carlton

The Ritz Carlton is renowned for its exceptional customer service, with the empowerment of employees being a critical factor in their approach. The company’s philosophy of “Ladies and Gentlemen Taking Care of Ladies and Gentlemen” highlights the importance of treating customers and employees with respect and dignity. Regardless of their rank and title, employees can spend up to $2,000 per day per guest without seeking supervisor approval to solve problems and deliver personalized and unforgettable guest experiences. This approach may seem costly, but it empowers employees to use their judgment to create memorable and personal experiences for guests. One of my friends enjoyed staying at a Ritz-Carlton hotel a few months ago, where he ordered a burger and a milkshake. Unfortunately, the hotel did not offer milkshakes, so he settled for a glass of water. However, to his amazement, the waitress surprised him with a milkshake to accompany his burger. She went the extra mile without being prompted by scouring the kitchen for milk, ice cream, and cold milk to create the shake.

Idea for Impact: Empowering Employees is a Strategic Approach That Yields Significant Benefits

Empowering employees goes beyond providing the necessary tools and training; it fosters a culture of trust, autonomy, and ownership.

How you treat your employees directly impacts how they treat your customers. When you prioritize making your staff feel appreciated and supported, they are more likely to provide exceptional customer service. A positive work environment can foster innovation and creativity within your organization while attracting and retaining top talent.

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What Every Manager Should Know Why Generation Y Quits

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Millennials, or the Generation Y or Gen Y cohort, are much better educated. They’re tech-savvy, more achievement-oriented, and better problem-solvers than preceding generations.

Millennials also tend to be restless with their career progression, demanding salary and job flexibility. They’re quick to move on if something better beckons. Millennials aren’t interested in the financial success that inspired the Boomers or the independence that characterizes the Gen Xers, but in personalized career paths.

Employers often gripe that millennials seem entitled and overly ambitious. And even if they’re high-maintenance, they’re hungry and willing to do what it takes to prove themselves.

To prevent Gen Y retention problems, create an environment where they have room to make an impact and give them the autonomy, support, and training to get there.

Idea for Impact: Millennials become disengaged quickly in the workplace—they’re impatient with things that do not lead to learning or advancement. They never stop questioning the status quo; they don’t want to be told they must do their time and wait in line. Give them a way to move up promptly, with fun and challenges along the way.

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Goal-Setting for Managers: Set Tough but Achievable Challenges

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Finding the middle ground between setting the bar too low and too high can challenge managers.

Sure, aggressive goals can spark great accomplishments, but they also can induce employees to bend or break the rules in pursuit of those goals, as the Wells Fargo and Volkswagen scandals illustrate.

When employees get comfortable with their usual tasks, it’s time to push them outside their comfort zones. New responsibilities can propel employees to take on new challenges and learn new things.

However, before giving employees new tasks, take away some of the older responsibilities they’ve already mastered. Many people feel they have an unrealistic amount of work to do already. If you aren’t prudent enough to keep your employees’ workloads in check, giving “stretch” assignments can lead to burnout, not growth.

Idea for Impact: Goals that are too high or low can be demotivating. Set goals that are challenging and inspiring but with extra effort, realistically attainable.

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Nuts! The Story of Southwest Airlines’ Maverick Culture // Book Summary

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Kevin & Jackie Freiberg’s Nuts! Southwest Airlines’ Crazy Recipe for Business and Personal Success (1996) is a popular tome about the history and culture of Southwest Airlines and the fun-loving antics of its colorful co-founder and CEO Herb Kelleher (see my tribute.)

'Nuts- Southwest Airlines' by Kevin and Jackie Freiberg (ISBN 0767901843) Despite its Pollyannaish tone and repetitive narratives, Nuts| is a very enjoyable cheerleaders’ account of how an underdog overcame roadblocks and thrived in a competitive industry.

Nuts| focuses on the people-oriented culture that Herb and his secretary Colleen Barrett established based on Herb’s well-known dictum, “The business of business is not business. The business of business is people.” To Herb, Southwest was a cause—never just a company. The Freibergs write,

If there is an overarching reason for Southwest Airlines’ success, it is that the company has spent far more time since 1971 focused on loving people than on the development of new management techniques. The tragedy of our time is that we’ve got it backwards. We’ve learned to love techniques and use people. This is one of the reasons more and more people feel alienated, empty, and dehumanized at work. Many organizations today would be surprised at how much more people would be willing to give of themselves if only they felt loved.

Nuts| is dreadfully out-of-date. Southwest and the airline industry have changed a lot since the mid-90s. Southwest even stopped handing out peanuts to protect passengers from peanut-related allergies.

The miracle at Southwest Airlines could keep on only so long. As long as Herb was the CEO, employees would go the extra mile for the sake of Herb. Until his retirement in 2001, Herb preserved Southwest’s unique cost structure and work rules. Kelleher’s successor, Jim Parker, presided over mounting labor tensions and quit after just three years. CFO Gary Kelly replaced Parker in 2004. Bob Jordan became CEO in 2022.

The going has not been smooth for Kelly. Southwest has become more like the other carriers regarding employee relationships and cost structure. The rehabilitated legacy airlines and a new breed of ultralow cost carriers have chipped away gradually at many of Southwest’s apparent competitive advantages. Yes, customers still rave about Southwest’s friendly staff, unpretentious service, and flexibility in travel planning. However, Southwest hardly ever has the lowest fares on most routes. In fact, Southwest’s average fares have outpaced the industry by 12% since 2009.

Recommendation: Speed-read Nuts! … it’s full of original insights, upbeat stories, and concrete suggestions for principle-centered leadership and how to inspire people to achieve incredible results. Here are the key takeaway lessons:

  • Even a little respect goes a long way. Give employees responsibility and entrust them to take that responsibility.
  • Set the ground rules—and let employees be creative. “Culture is one of the most precious things a company has, so you must work harder at it than at anything else.”
  • Give your employees some skin in the game, and they’ll go the distance. Southwest claims, “We have credibility because we tell people what we’re going to do and then we do it.”
  • Empower workers to make decisions at the customer level. Employees who feel they have leeway in their jobs to make the “right decision” depending on circumstances are happier, more confident, and more productive. They’ll even give extra—because they believe their work has special meaning and is not just a job.
  • Make sure people feel they can be themselves and have opportunities to express individuality.
  • See yourself as a motivator and a positive force. When things go wrong, accentuate the positive and focus on a path to a solution. It’s an approach that employees will admire and want to emulate.
  • Build a sense of community. Foster the feeling of a “family” in which employees can count on each other professionally and personally.
  • Recognize that employees have lives outside of work. Celebrate every milestone to establish and strengthen relationships. The walls of Southwest’s headquarters are covered with pictures and commemorative plaques of picnics, community service awards, customers’ commendation letters, service employee milestones, and tributes to important cultural events.

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“Follow Your Passion” Is Terrible Career Advice

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The cliché “follow your passion” is easily the worst career advice you could ever give or get.

My guidance: Don’t do something you love. Do something you’re good at, even if it may not be something you’re passionate about.

Contentment isn’t likely to come from figuring out what you love and doing it for your career. Career success really comes from doing what other people will love you—and ‘compensate’ you—for doing.

Idea for Impact: You don’t have to give up your dreams, but pursue them as a hobby. Don’t try to find a perfect job. Find a good, if not a passion-filled, career and find the gratification of pursuing your passions outside of work.

Besides, people don’t really know what reality is like until they’re doing it. Therefore, perhaps a better way to choose what you do be to follow your effort? Be flexible. Have a broad view of what you wish to achieve, and be prepared to compromise on how you make it happen. Enjoy the work that you do, and discover aspects of it you’d enjoy regardless of being paid or not. True career contentment comes from an appreciative boss, helpful coworkers, the opportunity to learn and grow, a reasonable commute, and a middle-class living.

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What To Do If Your New Hire Is Underperforming

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If a recent hire, particularly one brought into the team with high expectations, isn’t delivering, start by asking the following two questions:

  1. Is the employee in an environment that allows her to perform at her best?
  2. Are you clear on what her personal objectives are?

Only after answering both these questions with a ‘yes’ can you move to consider coaching, reassess the employee’s suitability, and examine if you need to terminate the bad hire quickly and cut your losses.

Idea for Impact: Nothing puts wind beneath a manager’s wings more quickly than asking these two questions when dealing with employee underperformance. Ask, don’t guess, how you can accommodate each employee’s strengths and needs and create an environment that works best for each individual.

There’s no one-size-fits-all answer to creating a positive culture, empowering employees, and tackling performance problems. Each employee faces individual challenges and has her own goals and preferences.

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How to Start a Hybrid-Remote Work Model

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As the pandemic subsides (at least for now,) many companies are summoning employees back to the office. Some companies are giving workers a combination of remote and co-located work.

To initiate a hybrid-remote model for your workplace, first reconstruct how your team gets its job done. Ask, “What activities can be remote?” instead of “what roles can be remote?”

Not every activity can be equally performed in a remote setting. Take into account the level of human and physical interaction needed for every task.

Consider breaking down business activities that were formerly bundled into a single job. Mix and match responsibilities and tasks in keeping with employee competencies and individual needs.

Every employee responds to work circumstances differently. Some employees are eager to return to work—especially if they’ve struggled with blurring home and office during the pandemic, or if they fear disadvantages such as a lack of visibility for promotions.

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Create a Diversity and Inclusion Policy

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The moral and business cases for diversity are well known—a diverse and inclusive workplace earns deeper trust and more commitment from their employees.

Having a diversity and inclusion policy is simply the right thing to do—leaders have to make their values and intentions clear.

As a company, you’re not legally required to have a written diversity and inclusion policy. Nevertheless, it’s a good idea to create and actively use one.

Diversity and inclusion are ongoing initiatives—not one-off training. (Sadly, diversity classes are sometimes just a tactic for reducing employee lawsuits.) A policy encourages your employees to treat others equally with civility and decency and helps managers value employees for their strengths.

In many discrimination claims, employers may have a defense if they can show that they took all reasonable steps to deter discrimination. A comprehensive policy and recent appropriate training can help employers distance themselves from liability for acts such as harassment by an individual perpetrator employed by your company.

A policy also demonstrates that your company takes its legal and moral responsibilities towards being a diverse and inclusive employer earnestly.

Idea for Impact: A strong diversity and inclusion policy can help your company embed good practices—not only across your organization but also throughout your supply chains, including the customers and the communities your company serves.

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