You don’t build a business – YOU BUILD PEOPLE , and then people build the business.
Hybreed clearly has faith in its organisational strength and keeping in mind the importance of manpower, tries to push the paradigm by creating our own style of products and services.
Having said that, I’d love to discuss in this very first blog on my part, that I do believe in certain aspects and convictions which I think will affirmatively benefit Hybreed
Here we go with the following simple 3 pointers:
1) Survival, sustenance and Growth
We are social creatures and look to belong and connect to a group. Social sciences show the clear survival benefit to this need as it gives our relatively puny physical selves a chance to work as a unit for the safety and success of the colleagues involved. To remain part of that unit every person plays a valuable role, for which we seek recognition. To be heard, have our opinions count and our skills valued provides us with neurochemical reward that feels good and deepens our intrinsic motivation to perform.Group support and acknowledgment from the business is invaluable to every individual trying to get things done for organization. An individual plays such a vital part in the business landscape that it is important for the person to understand how his or her individual performance contributes to the overall objectives of the organization. Managerial skills, financial management and leadership skills have now become important aspects for an individual to run an office effectively and efficiently.
The best way to inspire people to superior performance is to convince them by everything you do and by your everyday attitude that you are wholeheartedly supporting them. -Harold S. Geneen
2) Helping colleagues overcome issues themselves is the key to creating lasting change.
Many managers are still in the habit of thinking they know the answer to issues and their role is to advise their employees on how to do their job. But is this realistic? And does telling employees what to do work anyway? The alternative is to coach colleagues to find solutions for themselves. Coaching assumes the person can deal with issues and problems that arise in their job with some help from their colleague. The leader’s role is to help them to get unstuck or to bring about new ways of thinking.
When dealing with people remember you are not dealing with creatures of logic, but creatures of emotion.-Dale Carnegie
3) Initiatives are the platform for leadership.
That brings us to the most important aspect of the leader’s work: generating opportunities for those meaningful conversations. The most important thing in communication is hearing what isn’t said. In daily business, there’s one single major occasion for conversation: dialogue about the progress of initiatives. The environment is changing around the firm and hence change is essential just to stand still. Initiatives are needed to improve productivity, increase quality and get more customers on board. Initiatives are always needed to build the firm’s competitive advantage. Initiatives are projects. They have owners, specifications, plans, activities and outcomes. Initiatives give opportunity for leaders to intervene. Intervention allows the leader to influence. Influence changes follower behavior and competencies. Changes in behavior and competencies enable change in organizational outcome.
Good leader shows average people how to do the work of superior people.
With my first ever blog ending I would like to welcome you all to visit our office, not to see our wall of fame but to see our wall of ethics.
Tschüss leute, Bis bald (Bye Guys, See you soon).