APPRECIATION: Adding Value

One of the themes I find myself repeating often of late is the idea of "Appreciating Others."  As leaders, this is one of the most important jobs we do.  It is also a critical part of a healthy team environment.  I'd like to share a simple way to add value to those you lead and equip you with a simple tool for helping other leaders to do the same.

Let's begin by recognizing that APPRECIATION is a financial term, and as such, has a secure place in the arena of VALUE.  We understand that when something APPRECIATES, it grows in value.  Typically we think of assets such as real estate that tend to appreciate, or grow in value, over time.  For example, if I were to buy a house today for $100,000, the likelihood is that I could sell that house in 10 years for $125,000.  It would have appreciated $25,000 in ten years.

Our efforts to appreciate others should result in their growing in value.  In other words, they should not only feel valued, but they should in some way grow in their self-value, and even their value to the team.  So to truly appreciate someone, we must do something that adds to their value.  While public recognition, bonuses and other incentives are powerful ways to express our gratitude,  there is yet another method for appreciating that truly adds value.  It is another term tied to the financial world: INTEREST.

If I put my money in an interest-bearing account over a period of time, my money would increase in value, or appreciate.

Here is what I want you to see; 

If you want to truly APPRECIATE those you lead, take the time to invest INTEREST in them.

Pausing to ask simple, personal questions with a genuine desire to know the answer, has a tremendously powerful effect on the self-worth and value an individual feels.  In these moments, the three components for increasing value are at play:

INTEREST : We are showing genuine interest in the well-being and realities of those we serve.  Remember that our personal and professional lives, no matter how hard we try, often overlap and have a profound impact one on the other.  Showing interest in someone personally will impact their professional reality.

TIME: How much my money appreciates is directly related to how much time I allow it to stay in the interest-bearing account.  The same is true in our leadership moments:  The longer we can show interest in our teams, the higher the appreciation climbs.  A one-minute, "how are you?" will yield a certain amount of added value.  The more time we can invest, the greater the return.  Appreciating others will take time, but it is time well spent.

ADDED VALUE:  Research overwhelmingly supports the idea that working for and with a leader that shows true interest in those they lead has a big impact on workplace productivity and engagement.  While I highly recommend financial bonuses and the best benefits package you can afford; One of the greatest things you can do to APPRECIATE your team costs nothing but a little time.  Show interest to add value!

Lead Strong

What do you do to show appreciation?  Let us know. 

Cultivating Culture

Organizational culture impacts everything from interpersonal relationships to market share.  It predicts our future profitability and predetermines our personnel.  Creating a strong and vibrant culture of success means being relentlessly clear about our mission and committed to the adjustments necessary for protecting our viability.  To be honest, organizational culture is a bit of a riddle.  Is it the organization that shapes the culture, or the culture that shapes the organization?  As leaders, we are saddled with cracking this code and leveraging it for greater efficiency and effectiveness.

You might have even already answered that last question in your mind.  If you responded, "Both", you would be correct.  Sort of.  We understand that the Mission, Vision and Values of an organization are ultimately, at least initially, what shape the culture of any organization.  The Mission determines the kind of expertise and resources that are needed.  The vision drives the passion and operations while the values establish how we interact with each other and those we serve.  This leaves little doubt that the organization is the one setting the culture.

If this is true, then how is it that some organizations end up miles away from their stated mission?  How is it that large corporations succumb to shifting markets and appear to never even see it coming?  How do organizations sometimes internally implode over personnel issues?  Conversely, how is it that some organizations are able to sustain unprecedented success across multiple generations and social changes, even making adjustments to mission, vision and values?  In these cases, it would seem, that culture is shaping the organization.

So the "Both" answer to the question of, "Which shapes which?" is correct logistically, but there is more at play.

In a way, the organization / culture relationship is similar to the relationship between a farmer and a plow.  As leaders, if we keep our eyes on the goal, and our hands on the plow,  we can establish a clear path regardless of the obstacles we face.  The plow certainly wants to dictate the course as it reacts to changes in the terrain.  It's natural tendency is to follow a path of least resistance.  If the farmer were to release the plow,  it would go whoever the ground would allow it.  Almost certainly, that would not be the direction the farmer had in mind.

Here is how the two work together.  The farmer sees the straight line.  She knows where she needs to end up in order to maximize results.   The plow is digging in and doing the work.  It is busting up obstacles and clearing the path.  Along the way, there are subtle rises and falls in the path.  Things that most people cannot see.  The plow provides feedback to the farmer, and she allows the plow to dictate some of the adjustments though she is keeping it on course.  Together, the two work as one, with a  single mission and vision and a relationship built on the value of success.

This is the picture of a dynamic and strong organization.  One that is poised for any changes it needs to embrace.  A culture where leaders are minding the course and teams are busting through barriers.  An environment that values the feedback of the individual and the clarity of the mission.  In this setting, course adjustments are made more easily through a spirit of cooperation.

It is only when we take our eye off the end result or lift our hand from the plow that mission, vision and values begin to creep and can lead our organizations off course.  Whether our hand is on the plow or not,  culture is being set.  So as farmer leaders, we stay engaged with our hands to the plow.  We make corrections to the course.  We allow for feedback from those we lead and make adjustments as necessary;  And together, we cultivate a strong culture that ensures a strong future.

How are you cultivating culture in your organization?  Let us know.