Archive for the ‘Uncategorized’ Category

Straight To The Top………

Thursday, August 12th, 2010

How many of you aspire to be senior leaders in your organization? Do you want to be the CEO? Perhaps you’d be content with just being the vice president for sales, marketing – maybe the chief information officer or chief operating office, in your company.

I’d like to share with you – a blue print for getting to the top, and staying there. It’s based on a well established framework – known as the PIE Model.

 P – stands for Performance

Performance relates to the actual work we do, the results we deliver on a day to day basis. I work for a large company – every year we write commitments, which basically outline our key objectives, the things we’re going to do and performance indicators which indicate who well we performed. For many of us, our career trajectory has much to do with our overall performance. Performance drives results – and we’re often measured on results.

 I – Image

Next – there’s Image. Image has much to do with your personal brand, how you carry yourself or position yourself in the work place. Your reputation will be enhanced or not – by your image. What will people say when asked to describe you – your strengths and areas of opportunity for improvement. What perceptions do people have about you? What impressions do others have about you in general – and your overall performance, in particular.

 Lastly, there’s E – Exposure

Who knows you?  Who do you know? How strong is your network? Are you being presented with high visibility opportunities at work? Do you have a network of supporters who will speak for you? Whose wearing your T-Shirt? What do people know about you – your performance, your image, your brand?

Here’s a box chart that I’ve created to illustrate the relative importance of the various aspects of the PIE model.

Becoming a Leader Ave players Mid Level Strong contenders CEO Material
Performance

60

50

20

10

Image

30

30

35

30

Exposure

10

20

45

60

Time Spent @ work (%)

100

100

100

100

 

        I.            Ave Players: Most of us over index on performance, in the belief that our managers, will reward our hard work with promotions and greater opportunities. In my experience, hard work and a strong performance gets you into the conversation, but that’s it.

      II.            Mid level Mgrs: After a time, some of us wise up and start to spend a little more time on how we position ourselves -  but still rely too heavily on our performance, our results

    III.            Strong Contenders: In many ways, working smart is about being efficient and effective with ones time – those in this “strong contender” category – are of that mold

    IV.            CEO Material: If you’re in this bucket – you’re probably already a senior leader in your organization, destined for the C-Suite

Make no mistake about it – If you want to get to the top, you must learn how to manage up, to manage the perceptions of your peers, managers and skip level managers.  You also need to seek out opportunities which provide you with visibility across your organization.

And that’s my  blue print for getting to the top, and staying there.

Servant Leader

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The art of listening – Michael Schutzler

Sunday, February 28th, 2010

Hi all, I recently came across an article by Michael Schutzler, called the art of listening.  Below are a few key excerpts, you’ll find the full article – here.

The Art of listening

The act of listening is probably the most powerful tool you have as a leader. There are many ways to listen; the most obvious is with your ears. The act of listening is carefully paying attention to sounds, not just to words. The pace, breath, tone, and inflection of the voice all combine to provide you implied meaning, intentions, state-of-mind, and needs of the speaker.

When listening carefully, other thoughts are put aside for a moment. There should be no judgment, no discrimination, no understanding. Only hearing. Soon our brain, that hyperactive dog pulling on a leash, starts barking in with ideas, assumptions, interpretations, and decisions. If we can hold off that dog for a bit, we can listen with clarity, which leads to insights that were hidden. Insights useful to a leader. Our society acts as though listening is the same as hearing. But listening is a skill, which like any other skill is mastered through practice.

Five Steps to Listening Meticulously
1. Breathe. Find a quiet place. Sit still and comfortably with good but relaxed posture. Close your eyes. Breathe as fully and slowly as you can. Settle down.

2. Relax. Now open your eyes and look down toward the ground or to the table in front of you. You want to be awake and present while listening. What do you hear? Can you hear traffic? HVAC air blowing through a register? Birds chirping? People talking nearby? Your heartbeat? A dog barking in the distance? The blood rushing in your ears? A clock ticking? Your breath? Your mind is like a puppy. Let it roam around and listen to everything around you one-by-one, but keep your eyes open.

3. Concentrate. With your eyes still open, now count your breaths from 1 to 10. Every time your mind wanders away from this exercise, just come back to counting your breaths from 1 to 10. You will still be able to hear very well despite counting breaths. Now you are concentrating on one point amidst all the noise around you. Just breathe and count. You are training your mind puppy to sit instead of letting it roam around.

4. Wake up. You may get bored with counting to 10. You might get frustrated that you don’t get past 4 without ending up in a daydream. You might feel antsy. You might realize you are hungry. Whenever you notice that you are not counting anymore, you have a spark of awareness – you just woke up. Use that awareness and just come back to counting each breath from 1 to 10. Practice patience. Practice calm control. Practice staying present. You are training your mind puppy to come back on command, gently.

5. Practice. Do this for at least 5 minutes every day. If you enjoy it, do it for 10 or 15 minutes every day or do it several times a day. After 2 weeks, apply your newly honed concentrated attention on to the person speaking in front of you. If your mind wanders, or starts to get bored, or starts coming up with ideas while that person is speaking, use that same spark of awareness to come back to the person speaking. Come back to their voice, just like you came back to counting breaths from 1 to 10. With practice, you will notice that you aren’t drifting as much.

Leadership is a long term relationship. Listening builds relationships and makes you a more effective leader. When a person is heard fully and completely, without interruption, without debate, they are more likely to feel trust in you. They are far more likely to be receptive to whatever ideas you would like them to consider – whether it is a request you are making of them or whether it is an opinion you would like to share with them.

It doesn’t take much to practice this. If you start now, in a few weeks you will already be a more skilled listener than the majority of people on the planet. Keep practicing and people will notice. Soon you will be a more effective leader. Are you listening?

Michael Schutzler

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4 Great Leadership Traits – by Michael Schutzler

Sunday, February 28th, 2010

Earlier this month, I attended a great leadership development event – featuring Michael Schutzler. I’d read the man’s bio and I was very intrigued by the depth of his International work experience.  As we kicked off the session, he asked for feedback on what people wanted to get out of the session.

One key theme which resonated with everyone – was the desire to understand key leadership traits of great leaders. Here are the 4 key traits which Michael defined and explained. All great leaders are Great Listeners, Great Storytellers, Great Negotiators & Great Judges of people/character.

Great Listeners – I cover this trait in more detail in my next post. However, here are some ideas to think about:

        I.            The average attention span of your colleagues in corporate America is less than 60 seconds. The “always on” nature of  electronic media has helped drive down attention spans in the U.S and around the world.

      II.            Try to increase your attention span by actively listening to others – active listening will give you an edge over other leaders.

    III.            Actively ask questions that force you into listening mode.

    IV.            93% of communication is non-verbal – active listening is a great way to communicate with others.

Great Storytellers – Leaders who are great storytellers understand how to provide context for how each person’s role provides real value to the entire organization.

        I.            Good leadership is about developing great relationships, communicating effectively with diverse audiences

      II.            You cannot consistently tell great stories unless you truly believe in your ideas, so – be authentic, be creative, report facts

    III.            Be expressive – your body language should tell a story about your passion and your level of engagement with your audience

    IV.            You cannot consistently convince people to go that extra mile for the team, without creating a compelling vision, through storytelling

I’ll address the remaining 2 traits in a few weeks…….

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Tips on Delivering Powerful Presentations….

Saturday, January 2nd, 2010

Hi all, as we enter a new year – I’d like to share a video featuring some great tips on what it takes to deliver strong, meaningful presentations. Please take the time to watch the entire video presentation - it’s 18 minutes, well spent.

Happy New Year,

Servant Leader

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Globalization, Education & Career Choices

Sunday, November 15th, 2009

A few weeks ago, I was offered a chance to deliver a speech on Globalization, to a group of Leaders – including the Indian Ambassador to the United States – her Excellency, Ambassador Meera Shankar. Ultimately, my speech was not chosen, however it received some great reviews  - so I thought I’d share it with you all. Below is the transcript of the speech, in its entirety.

Globalization, Education & Career Choices

What does Globalization really mean?  I’ve heard it’s defined as the constantly evolving process of integrating economies through an International network of exchange or trade – normally this involves foreign direct investment, capital flows, migration, and the spread of technology.

Truth is, it’s one of those words that means many things to many people – depending on who you are, what you’ve seen heard, experienced, where you grew up and perhaps even where you live right now. I was born in Montreal, Canada – to Nigerian parents. I grew up in Nigeria with occasional stints in London, England. When I completed my under grad degree, I moved back to Canada, where I lived and worked for several years, before moving here J.   So, in my case, Globalization represents Opportunity – for me, for my family, my loved ones. Opportunity to accomplish great things – and I know I’m not alone in that mind set.

I’d like to tell you 2 quick stories – just 2 stories, about friends and colleagues, people just like me, from different places around the world, who share my perspective.

Let me start with my good friend Raj – he’s just a little older than me, but looks years younger. He was born in Delhi, India. When he was a boy, he and his friend Anil dreamed of getting a good education and perhaps someday moving to the U.S.A – the land of Opportunity. Everything he’d heard about America indicated that it’s a place where one can get a great education and accomplish great things – do big things. When he was about 15, Raj’s sister met and married a talented computer scientist and they moved to the state of California – his whole family was the envy of friends & relatives, because this was seen as an opportunity for family members to also visit America.  

Raj and Anil both graduated with honors from Universities in India. Raj moved on to the U.S and secured a job in the Financial Services sector while Anil ended up securing a job working for a U.S based firm, in Delhi. They stayed in touch and after a few years, Anil also moved to America – at the urging of his friend. Now, let’s fast forward 10 years to the year ’07. Raj works right here in Seattle as a Marketing Manager – for a well known technology firmJ, and Anil has a great job with GE, in Atlanta.  Both men became leaders in their own right and learnt how to think and work with a Global mindset. They’ve also visited home on a number of occasions, over the past 10 years – and noticed that “Globalization” had resulted in plenty of new opportunities, back in India.  They’d talked about moving back to Delhi, in order to be close to their family and friends. The prestige of living in America has long since worn off, however the life in America is peaceful, predictable and still bear’s some promise.

However – in 2008, Anil took the plunge and moved back home, with his wife and children. The financial crisis in the U.S affected his organization and he wasn’t seeing the same sort of opportunities that he’d envisioned – just a few years earlier.

He’d heard that he could get up to 75% of his U.S salary, in India and he was keen to test the waters, back home. To his surprise, both he and his wife found local companies which matched their U.S salaries and provided great growth opportunities for them, professionally. Now he calls Raj every week and urges him to come back home.

The winds of change are blowing – globalization has resulted in new career options and a new mind set for many aspiring leaders, around the world.

My final story is a little more personal. It’s about me and a childhood friend of mine – his name is Desmond.

Desmond and I met while we both studied at the University of Lagos, in Nigeria and we became close friends. Growing up in Nigeria – I’d always dreamt of living and working in North America. Unlike me, Desmond had no desire to live & work abroad. He understood the benefits but felt that he wanted to be a big fish in a small pond – and for him that meant working for an Oil Company or a foreign bank. You see, in Nigeria, working for an International Oil Company or a Bank, was seen as the best possible job that in Nigeria. That’s the form of Globalization that still represents opportunities for millions of Nigerians.  It was either go abroad or work for a foreign based company – the pay was better and the trappings of success were very attractive.

Desmond first worked for Nigeria /American Bank, a bank with strong ties to the United States. He soon determined that a foreign degree would provide even more opportunities with these Intl Companies, so he left Nigeria and pursued an MBA at Imperial College, London. He did well and was offered jobs in the UK and Lagos, he chose Citi Bank, Lagos Office – sticking with the mindset that Intl Companies in growing markets/economies, offered the best opportunities. The MBA helped and he did well, moving twice to Mgt positions in other International banks, in Nigeria. Working for a Global Organization helped him develop as a leader; he learnt how to think globally, whilst working locally.

However, over last few years he began to notice a trend. Indigenous companies – banks & oil companies have caught on to Globalization and are aggressively extending their operations to other African & European Countries.  Desmond and several of his colleagues, stifled by the monolithic and increasingly conservative approach of multi-nationals, started looking elsewhere for new opportunities, locally.

They were shocked to find that several Indigenous or local companies offered much more attractive financial incentives than they’d received foreign-based companies provide – something that was totally unimaginable just 10 years ago.  Desmond soon jumped ship to a local bank, where he’s paid almost twice what he was making before and has the autonomy to negotiate big deals and lead increasingly important initiatives.

The winds of change are blowing – globalization has resulted in new career options and a new mind set for many aspiring leaders, around the world.

Clearly, the advent of Globalization has opened doors for aspiring leaders around the world – but that’s not all. One key result of the recent Global Financial Crisis is that large International Companies notably in the U.S have been forced to shed Jobs both here and abroad. Talented, aspiring managers, stunned by recent events are starting to re-examine their options and they’re finding that “first world” nations don’t necessarily offer the best opportunities. 

I’ve been blessed to have a good career so far, first in Canada & now in the United States – however, there are thousands of others like Desmond and Anil who can now afford a lifestyle similar to my own.  Globalization has reached the developing markets, local businesses are increasingly taking their products & services to International markets – that phenomenon will continue to grow, as more and more talented leaders flock to these smaller growth markets.

That’s why I believe Globalization, as I know it – provides some great career choices for aspiring leaders and that’s why I’m happy and honored to be a member of the University of Washington “Leadership” MBA Class of ‘2011.

Thank-you all very much, and enjoy the rest of the evening…..

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Missing In Action……

Sunday, November 15th, 2009

Hey guys, I wanted to reach out and apologize for not posting any leadership development write-ups, over the past month. The challenges of work and professional development have been such that I couldn’t make time to write.

That said, I’m back in the saddle this week and looking forward to writing a few articles, this month. I’ve also invited a few of my colleagues to contribute write-ups, as well.

Servant Leader

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10 Leadership Beliefs From P&G’s CEO

Saturday, September 19th, 2009

A few months ago, a colleague sent me a Great presentation by Robert McDonald – CEO of P&G. As I listened to Robert outline his 10 Leadership Beliefs , it occurred to me that Value based leadership principles have a lot in common with the concept of Servant Leadership.  

Leadership is nothing more than observing a set of behaviors – behaviors are based on beliefs. Beliefs are based on one’s background, culture, values and the environment in which one grows up. People love to work for a leader who is predictable, they like to understand where their leader is coming from.

The scarcest resource we have is leadership, and it’s also the most important resource in the world. Nothing happens without leadership. So, be deliberate about your personal beliefs, your values, your leadership principles. Below are Robert’s 10 Leadership Beliefs…

  1. Living a life driven by a purpose, leads to a more meaningful, purposeful life.
  2. Everybody wants to succeed & success is contagious.
  3. Putting the right people in the right jobs, is very important. (leaders often lament that it takes too long to get the right people on the right bus.
  4. Character is the most important trait of a great leader (i.e. putting the needs of your organization above your own needs). In so doing, you demonstrate to your team that their needs are more important than your own.
  5. Diverse groups of people are more innovative than homogeneous groups of people.
  6. Don’t apportion blame until you’ve made sure that you’ve provided clear leadership, guidance, expectations, definitions of success, etc.
  7. Provide continuous feedback so that your direct reports, always know where they stand in terms of their overall performance.
  8.  Organizations have to renew themselves. “the specie that adapt the quickest – will survive”  – Charles Darwin.  Leaders have to be able to create and lead change – not just react to change. Great leaders have to be able to prepare organizations to anticipate change.
  9. Recruiting great talent is a top priority – for any great leader.
  10. As a leader, the true test of character is not just what happens when you lead a team, but what happens after you leave. Did you build capability which can withstand your departure.

Robert’s key message is that we should all lead purposeful lives. How many of us are controlled by our calendar – rather than our key goals? I do agree that it’s important to spend some time – outlining your purpose in life and get in touch with what you want to accomplish with this life.

So, what are your beliefs? What do you believe, as a leader, why do you believe the way you do?

Servant Leader

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Are You A Situational Leader?

Friday, July 31st, 2009

In a previous post, we established that strong situational leaders must  use a variety of leadership styles to deal with different situations. The Situational Leadership Grid can help you classify your reports, based on competence & commitment. That puts you in a position to determine how best to effectively manage individuals in different circumstances.  Here are my thoughts on how best to operationalize the whole concept of situational leadership – as a Leader or Manager

 

First, get to know your reports. Start to assess their strengths, blind spots and opportunities for improvement. Everyone needs support and encouragement. Some of us are more prone to ask, than others. As “good to great” managers  - we need to identify opportunities to provide good coaching to our direct reports and peers –where appropriate. Also, we shouldn’t miss an opportunity to motivate and encourage our teams – by providing positive reinforcement, and constructive feedback.

 

I’ve heard some people managers actually state that “if you encourage or praise your reports too feverently, next thing they’ll be demanding promotions. Best to keep them on their toes by rarely acknowledging that they’re doing great work”. If that works for you – fine. (You’re probably not going to enjoy reading my blog posts though – because I fundamentally disagree with that mind set).

 

There’s absolutely nothing wrong with praising your reports & colleagues – human beings have a fundamental need to be appreciated & respected. That said, one should always be very upfront about also providing constructive criticism and highlighting possible areas of improvement.

 

I often struggle with deciding how much I can delegate to reports vs. providing very direct, instructional guidance. Most new employees are dependent contributors – and so as a manager, you may need to default to one way communication and provide clear guidance. As the individuals develop subject matter expertise and increase competence, you should start to trust them with more independence. At that point, it’s okay to start delegating – whilst continuing to provide support and coaching.

 

 It’s important to be aware of key personality traits which may impact commitment and competence. How mature is the individual? Is he or she responsive to constructive criticism? How do they respond to coaching, encouragement or stretch assignments, outside their comfort zones? As you learn more about your team members, you should work hard to figure out how to get the best out of each individual.

 

Situational leadership about constantly re-evaluating the professional development of your reports and providing the type of leadership & guidance required to help each person succeed. It’s a lot of work, but it does get easier – and the ultimate reward is the personal fulfillment you get from watching an Individual Contributor or first time manager, grow into a Senior level executive….

 

Servant Leader…

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Use Precision Questioning

Friday, July 31st, 2009

I’m a big believer in the value of Precision Questioning. It’s the practice through which individuals use highly structured question & answer techniques to solve complex problems and ultimately, make difficult decisions. As a Manager, I  use precision questions and answers to quickly get to the heart of an issue or maintain my focus, when dealing with reports, peers or managers.

 

One key challenge with Precision Questioning (PQ), is that one may come off as being abrupt or too direct – the first few times a manager used this technique on me – I was pretty flustered. I thought I’d done something wrong because the questions just kept coming and I would often get cut off before I had a chance to formulate a good response. I learned later, that he was using PQ – and probably expected me to provide very precise responses to his questions. When  “drilling” into a particular issue, with others,  it’s important for PQ practitioners to avoid the use of personalization (blame or shame). Precision questioning holds to the ideal of meeting one’s own needs for information while also respecting the intellectual integrity of the conversation-partner. Most people struggle with this issue – we don’t fully understand how to soften the impact of our precise questioning, without losing focus.

 

Here’s a sample scenario that I picked up from a PQ training resource

 

Suppose you are meeting with a customer or business partner to understand their requirements for a solution to a complex problem we are trying to solve for them. As Precision Questioners, going into the situation you know two things: once you understand the big picture, most of your questions will need to be precise, and you will  often need to ask follow-ups. If you don’t yet have a well established working relationship with the other party, it’s important  develop a rapport and start building new layers of trust.  So here’s the issue: how can we be as precise as our work requires and, at the same time, do our best to preserve rapport. This matters for two reasons. Over and over, our effectiveness in team meetings depends on our ability to be socially astute and, at exactly the same time, intellectually precise. This combination of abilities is also crucial to our success as managers.

 

Try using short preambles
When we are on social terrain that isn’t stable, preambles can help clear a pathway for our questions.

“Sorry to interrupt. I didn’t phrase that very well. Let me ask the question differently.”

“That’s interesting. I’d like to understand your last point better. Are you saying…?”

“Thank you, that’s helpful. It brings up another question. Do you have…?”

Keep it brief. A long preamble can make a question harder to understand, not easier. When communicating face-to-face, this relationship-building might be nothing more than a nod of the head, brief eye contact, or a simple “OK.”

 

Understand the hidden dangers of extreme conciseness
As Precision Questioners many of us prefer to word our questions as concisely as possible, like this: “How did you structure your sample?” rather than this: “What steps did you take to make sure that, in such a diverse domain, your sample was truly representative of the group as a whole?” It’s the same question either way. Even so, many of us assume that the fewer the words, the greater the clarity. Maybe; maybe not.

What we need to understand is that, in many situations – particularly when we are communicating across cultures or talking into a speakerphone – a question that is worded concisely can be extremely difficult for an audience to hear and to interpret correctly. The conciseness catches them by surprise. Above all we need to understand that when a question is super-concise, on the receiving end it will often feel like a poke in the ribs. All that verbiage in “what steps did you take to make sure that…” sometimes serves a real purpose. Like a preamble, it softens the question without erasing the precision.

 

Slow down
When an audience isn’t on our wave length, the worst thing we can do is to think and speak like a machine gun. It’s not a justification to say “well, it’s my natural communication style.” What about their “natural style” as listeners? The faster we ask, the more impatient we sound, and the more angry. This starts a downward spiral of mutual misinterpretation, which ends up creating relationship issues that might be more challenging than the work itself.

 

Sacrifice precision? Only as a last resort
Let’s go back to that meeting with a customer where our priority is clarifying requirements. Given the complexity of the situation, it’s possible that, at some point in the discussion, we might decide it’s better to keep our questions open-ended and drop any expectations we might have had for Precision Answering. Perhaps that’s the best we can do. But how do we know? How do we know we aren’t just following the path of least resistance? How do we know we aren’t missing an opportunity to take the work – and the relationship – to a higher level?

Here’s the test. After the meeting is over, we ask ourselves: Was I actively trying to improve the discussion? What specifically did I try? What will I do differently the next time? When is the next time? Reflective questions like these help us deepen our social as well as our intellectual abilities.

 

Continuous Learning & Re-learning

I decided to write this post because I hosted a very important meeting yesterday, and frankly I know I could have done a better job of communicating with my audience. I didn’t respond to some questions very clearly, primarily because I didn’t take the time to understand what was being asked. I re-learned the importance of slowing down, maintaining composure and using precision questions to provide insightful, precise Reponses.

 

Enjoy the weekend,

 

Servant Leader

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It’s Not About The Coffee – II

Wednesday, July 22nd, 2009

Yesterday, I attended an event hosted by a non-profit organization called Washington Cash. The guest speaker was Howard Behar - the former president of Starbucks Coffee Company International. His presentation  touched on 3 key leadership principles. I covered the first one in an earlier post, below is a recap of the other two principles.

II. The Person who sweeps the floor, should choose the broom

 This principle speaks to the importance of hiring the right people for the right jobs. Howard speaks of learning first hand from Jim Collins (author of “Good to Great”), about how great leaders recruit capable people, provide clearly defined expectations and give them tools/resources to execute. Then get out of the way and let them figure out how to exceed your expectations.

This principle can be a little contentious. In my experience, it’s often difficult to recruit talented, self starters – who require very little supervision. Most people are dependent contributors – and increasingly require more training and experience in order to become Independent Contributors. It’s also worth noting that many mid-level managers inherit teams and therefore may not have the luxury of handpicking their own people, so many leaders and managers tend to micro-manage their teams, especially when stakes are high. Howard also stressed the importance of not creating jobs too small to fill a person’s spirit or a person’s soul. Personally, I’m big on setting clearly defined expectations, providing resources and mentoring – as required.

 

III. Care, like you really mean it

Great leaders genuinely care about their people. Howard recounted the story of how Starbucks CEO – Howard Schultz reacted when he was informed that 3 employees had been killed

in a Starbucks coffee store, near Georgetown.  The incident was one of the most tragic event in the company’s history -  and Mr. Beyar’s key point was that Howard Schultz reacted by personally visiting the homes of each of the deceased employees and commiserating with their families. He didn’t immediately call company lawyers, P.R agents or mount some sort of “spin” campaign. He spent approximately a week with the families of each of the employees. The story is a moving one – Howard demonstrated (with his actions), that Starbucks really cares about its employees. Whether or not you believe that his actions were genuine – the fact remains that great leaders must show that they genuinely care about their people.
My biggest takeaway from Howards speech is that – as great leaders, we have a responsibility to serve other human beings. We gain or lose the trust of individuals/customers based on how we treat individuals. As Howard put’s it – Starbucks is not in the coffee business serving people – it’s in the people business, serving coffee. I like the sound of that…. 

Servant Leader

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