Perhaps you feel that these are perilous times. Yet, our grandparents and ancestors faced many hardships - some despicable. As I ponder this, I cannot help but think how many voices were squelched or demonized for speaking the truth. History is replete with examples of such.
I still believe there are good people who seek to do what is right, simply because it is right and they have no other motive than to live honorably, selflessly and lovingly.
Sometimes, a person we barely know influences us in ways unimaginable. Whether through counsel, encouragement, praise, or even chiding.
Recently, John Szymczak passed. Nearly twenty years ago, I was at a crossroads in my career. Deciding whether to continue working in senior corporate human resources management or start an organization development firm, I sought the counsel of Mr. Szymczak.
John was well known in Western New York and beyond as a career transition specialist. He had helped thousands of men and women of all ages and backgrounds search for employment and/or find their niche. He was an executive coach before the profession became in vogue.
When I voiced my interest in starting a business, John listened attentively. He deftly challenged my idea without killing my dream. Then, he offered a simple prescription, “If you are serious about this, share your business idea with 35 people. Do not try to sell them. Ask them what they think about your idea. And then, and only then, after you analyze and digest the information will you consider whether to start your business.”
John Szymczak had a knack for “cutting to the chase.” This was exceptionally valuable when dealing with results-oriented professionals and executives. I sure did not need the message and advice sugar-coated in anyway. John knew the risks associated with starting a business. He had the wisdom to not predict what level of success I would have in my business. Perhaps, he knew that a bit of uncertainty was the challenge I needed.
Twenty years later, I am glad I listened to John Szymczak, the career professional I barely knew. May his memory be eternal.
When reading the newspaper recently, I was reminded why I rarely read my horoscope. The advice provided, “Don’t feel obligated to help someone out who has nothing to offer in return.” Perhaps, the star gazer doubling as an advice columnist got the first part right. We should never feel obligated to give. Giving is personal, and hopefully connects with one’s purpose, cause and values. And, as the apostle Paul wrote in his second letter to the Corinthians, “So let each one give as he purposes in his heart, not grudgingly or of necessity.”
But, it is the second part of the horoscope that proffers ill-advice. Imagine what our community would look like if people gave only to those who could give something in return. How about the homeless or poor who benefit from the local food pantries? How can they repay us? Or, the elderly neighbor who needs help with buying groceries? Why then is the word, “neighborly” in the dictionary?
Thankfully, there are non-profit organizations that help people with all sorts of physical, emotional, spiritual and mental health needs. Surely, the leaders, workers and the ones helped by such organizations appreciate selfless givers who offer their time, talent and treasure with no expectation or even a thought of return.
At this sacred time of the year, we look within ourselves, and then willingly and cheerfully reach out to others. Enjoy this time for giving.
Dealing with Sudden Loss of Key Talent
Leaders and managers face perhaps their greatest test of their succession plan upon the sudden loss or departure of a key contributor. As a leader, you will be presented with both opportunities to shine and stumble.
Answers are important. Yet, asking the right questions might be just as necessary and important.
How do you respond in the midst of loss and possible confusion?
In the event of the death of a fellow team member, colleagues will need time to mourn. Call your Employee Assistance Program (EAP) and arrange to have counselors and/or pastoral counselors available. Memorialize the person in appropriate and meaningful ways.
What words should be used to describe the process of filling the vacancy? It is better to say, we are seeking a “successor” rather than a “replacement.” You will never be able to fully “replace” another human being. Fellow team members will remember the talents and unique approaches, style, personality and most of all, spirit that the departed brought to the job. This cannot be replaced.
What if the opening is created by the sudden resignation of a key team member? How do others in leadership respond? Do some treat the one leaving as a traitor? Even if feelings are hurt, leaders have an opportunity to handle the departure professionally. One never knows when the arc of life presents an opportunity to mutually benefit from a positive exchange in the future. At the very least, you will know that you wished someone well with dignity.
Is it a victory or is it a defeat? Read More
Accountability is one of the swaying tightropes every leader walks. How to effectively hold team members accountable can be a slippery slope as leaders sometimes struggle with the nuts and bolts of when to take the action and the force with which to take it.
What did you experience the last time you attempted to fill a key opening in your organization? Were you pleased with the applicant response or hiring results? Perhaps you are in the growing group of owners, managers or board members who struggle to find even a partially qualified applicant.
Recently, a national leadership publishing house conducted a promotional campaign with a sales letter that boldly proclaimed in its header, “It’s Not Enough to Have Everything You Need. How Can You Get Everything You Want?”