There is nothing more beautiful than teaching and coaching people. The immense pride and enjoyment you get out of seeing someone grow is supported by the benefits you receive by teaching and coaching. You learn more about yourself, you tend to reflect on your own habits and routines, and you provide an opportunity to learn new ways of doing things.
“People learn the most when teaching others.”
As a CEO or leader you have a huge responsibility to not only prepare your people for their work, but also prepare them for life. More than just teaching skills, you have an obligation to teach them to find and understand their purpose. Once people understand their purpose, you then have to work with them to connect it with the purpose of the company and the work they are completing.
People are the only sustainable thing in an organization or a team. The New Zealand All Black Rugby Team’s win-rate over the last 100 years is over 75 per cent. It’s a phenomenal record, and an achievement matched by no other elite team, in any code, around the globe. However, in 2004 the All Blacks weren’t in a great place with team culture issues, low morale, disjointed purpose and declining performance.
“Better people make better All Blacks – but they also make better doctors and lawyers, bankers and businessmen, fathers, brothers, and friends.”
The team management and senior players came together and decided that they needed a fresh culture, where individual character and personal leadership were emphasized. They developed a new mantra, ‘Better People Make Better All Blacks’. This resulted in a remarkable turnaround with the team achieving a win-rate of just over 90%, and two Rugby World Cup’s, since 2004. They literally ‘swept the sheds’ and turned the focus to ‘leaving the jersey in a better place’.
There is nothing more rewarding than teaching people to become better than ourselves. Many CEO’s and leaders are afraid of the people they work with becoming better skilled, better leaders and better people than they are. It’s all about ego, and they need to realize that way of thinking is hindering the progress of both the company and themselves. As a CEO and leader, you need to learn how to create a mindset where you are proud of people growing above you, rather than being afraid of it.
“Understanding this responsibility creates a compelling sense of higher purpose. It’s a good lesson for us all: if we play a bigger game, we play a more effective game.”
When people are buying a product, they are looking for an emotional connection, rather than a material connection. Your people are at the heart of creating the emotional connection the buyers crave. It is important that you create an environment where your people are passionate about selling an experience, a new way of doing something, a feeling or a dream. As they say, ‘people sell, not products’.
People are more interested in the ‘why you are doing’ rather than ‘what you are doing’ when it comes to joining your community, purchasing a product or doing a deal with you. Why did the company begin, why does it act and interact in the way it does, and why do your people turn up every day? Your people need to be aligned in the collective purpose of the company, be passionate about the purpose, and live and breathe it every day.
“Give a man a fish; feed him for a day.
Teach a man to fish; feed him for a lifetime.”
Enjoyment and happiness are the number one retention tools in the world. For people to enjoy their work and be happy in the workplace, they need positive relationships, purposeful work, opportunities to learn and grow, and have some ‘skin in the game’. Forget a tunnel-vision focus on the bottom line and profit aligned productivity, and begin focusing on creating an enjoyable and happy place, that people love turning up to every day.
Appreciation and recognition drive the human spirit. Confidence and self-esteem are some of the most vulnerable human characteristics. We often look for the negative things, those that aren’t going right and focus on them, rather than emphasizing the great things people are doing. If you are always focusing on the negative aspects of your companies or peoples work, you are not going to develop trust and the loyalty of your people.
“Tell me and I forget,
teach me and I will remember,
involve me and I will learn.”
Look at ways you can reward and recognize the efforts of your people, more often. This helps to build confidence and self-esteem, especially if you can create an environment where people feel appreciated for their work, while also learning how to improve in areas that need attention. Remember, without confidence it is impossible for people to perform at their best. Just watch a tennis tournament.
Your people are your greatest asset. Take the time to communicate with your people, listen to them, and ask questions that improve their understanding, and bring them closer to the purpose of the company and what they want to achieve in life. Find ways to reflect on how you interact with your people and seek new ways to communicate more effectively. You have a great responsibility!
“If you think in terms of a year, plant a seed;
If in terms of ten years, plant trees;
If in terms of 100 years, teach the people.”
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