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Their jaws hit the floor.
17 years.
This super high performing employee was with the company 17 years when he turned in his notice.
No one expected him to leave.
He was a fixture, practically part of the furniture they said.
I did his exit interview.
He spoke highly of the organization - thankful for all it has done for him.
But, he said, the organization had stopped investing in him.
They started taking him for granted.
It’s easy to blame others when mistakes happen; I have seen this countless times. But unfortunately, there are many people in leadership positions who throw their team under the bus when errors are made and fail to take any reasonability for anything in their department and, by extension, their organization.
Insecure and weak leaders hate admitting that anything has gone wrong and will try to spin the situation to their advantage, but true leaders are humble enough to admit their mistakes, stand up for their team and create an environment that allows people to learn from their mistakes as opposed to hiding them.
Many of the problems existing in varying organizations today come from piss poor leadership and management. While great leaders encourage their employees to reach their full potential and help their organizations surpass their goals, weak managers push their employees away to the point where many jump ship.
According to Greg Savage, mostly people don’t change jobs solely for money. They rarely resign on a whim or in a fit of anger. They joined the company because they believed it was right for them and wanted it to be right. Something, at some point, made it wrong. And if you really take the time to dig into their real reasons for leaving — and you should — you will find that it’s not “the company” they blame. It’s not the location, or the team, or the database or the air-conditioning. It’s the leadership!
So, next time you get a resignation, resist the temptation to laugh it off as “another dumbo whodoesn’t get us.” It’s not the departing employee who doesn’t “get it.” It’s not the company they are leaving; it’s the leadership.
Leaders who view and treat the emotions of others as an inconvenience aren’t behaving as leaders, they’re behaving as assholes. We aren’t human doings, we’re human beings. Let’s treat one another as such.
Look who's talking!
The Infinite Game - Simon Sinek
The Infinite Game - Simon Sinek
The Infinite Game - Simon Sinek
“So many people go to work with an uncomfortable feeling—and that just can’t be the way work is supposed to be,” says Simon Sinek. Talking about the concepts in his latest book, The Infinite Game, he explains how things such as mass layoffs and shareholder supremacy (placing stock prices above a person’s worth) seem to be so common these days that we have come to accept them. Sinek believes this situation can change if leaders understand they are playing an infinite game.
The WISDOM OF FAILURE
The Infinite Game - Simon Sinek
The Infinite Game - Simon Sinek
The "How-Not-To" Leadership Book
There is a paradox in leadership: we can only succeed by knowing failure. Every accomplished leader knows there are minefields of failures that need to be navigated in order to succeed. Wouldn’t it be great to have the insights to help you prevent avoidable mistakes? Unfortunately, in business talking about mistakes can be taboo, and, at a certain level, learning from failure is not an option. In The Wisdom of Failure, Weinzimmer and McConoughey speak frankly about the things that are difficult to talk about—the unvarnished truths necessary to become a successful leader. Based on a groundbreaking 7-year study of almost 1000 managers across 21 industries and exclusive interviews with CEOs at a wide range of organizations including Caterpillar, Priceline.com and Allstate, the book uncovers the strategies that aspiring leaders need in order to avoid the three most damning leadership mistakes: unbalanced orchestration, “drama” management, and personality issues.
Sounds True - Inner MBA program
The Infinite Game - Simon Sinek
Sounds True - Inner MBA program
The Inner MBA program is a nine-month immersion and certificate program to train a new generation of leaders, entrepreneurs, managers, and rising-star employees on how to powerfully grow themselves—and in the process, powerfully grow their companies.
Featuring two in-person events and a nine-month virtual curriculum, the Inner MBA program is taught by leading socially conscious CEOs, educators, neuroscientists, business trainers, and world-renowned wisdom teachers.
At the conclusion of the training, participants receive a certificate of completion from New York University’s MindfulNYU.
The prestigious faculty of the Inner MBA program has joined together for the first time with a powerful shared purpose: to help business people grow in consciousness so our organizations can grow in consciousness and become unstoppable forces of positive change.
Leaders Eat Last - Simon Sinek
Sounds True - Inner MBA program
Leaders Eat Last is for those who want to feel they and their work matter and for those who want to inspire others to feel the same. This new edition includes an expanded chapter and appendix on leading millennials, based on Simon’s viral video “Millennials in the workplace” (150+ million views).
Simon’s autograph comes on a bookplate that is mounted on the inside front cover of the book. Designed to remain mounted in the book or removed for framing or display, the bookplate includes Simon’s ode on what it means to lead.
Principles - Ray Dalio
Principles - Ray Dalio
Ray Dalio, one of the world’s most successful investors and entrepreneurs, shares the unconventional principles that helped him create unique results in life and business—and which any person or organization can adopt to better achieve their goals. Dalio’s original Principles has been downloaded over three million times, and this expanded and revised edition is the first version available in print.