A Leadership Ethics Lesson Courtesy of a Leeson

A Leadership Ethics Lesson Courtesy of a Leeson

Although ethical behavior in business is often touted, it can be hard to attain in practice. That’s because ethical behavior has to be practiced by every individual, every day. It’s not the sort of thing that can be decided upon and implemented en masse. Leaders are often under particular pressure to be practical over ethical. The reasoning is often because hard decisions require frequent compromise, and ethics often come across as black-and-white perspectives that don’t match the reality facing a decision-maker.

A Virtue You Can’t Afford to Ignore

However, ignoring ethics can be a dangerous path. Nick Leeson provides a very vivid example of this. His name is well known in financial circles as the man who single-handedly put the Singapore financial markets into a panic and brought down one of Britain’s most famous banks.

Leeson got his start early in banking as a clerk in 1985. At first, Leeson seemed to be a success. However, he began quickly playing outside the rules, and because he was bringing in big profits, Barings Bank ignored the risks. 

By 1992, trades started going bad. Leeson packed the losses into a technical account originally designed as a dummy account for accounting errors. No one noticed, so he continued on his unethical path of hiding losses repeatedly. The tipping point came in January 1995 when Leeson placed a big trade between the Singapore and Japanese markets. Not expecting a major earthquake in Japan to throw both markets into a tailspin, Leeson realized the gig was up and went into hiding. Barings Bank folded a few weeks later owing £827 million in losses, and eventually, Leeson went to prison.

Actions Speak Louder Than Words

Interestingly, following good ethics not only avoids situations like Leeson’s, but it also works as a defense for a business leader. The adage, “actions speak louder than words” is true for ethics as well. Ethical behavior not only keeps employees behaving on the right side of the law, but it also gives managers and leaders incentive to work for more than just the bottom line. Ethics can incorporate greater goodwill for the community a business operates in, safety protection of employees and customers, market protection from unscrupulous players, and far better interaction with the government and regulators. All of which, in turn, help a company see a larger bottom line.

No question, the ethical path isn’t always the easiest. However, leaders of companies and organizations need to remember that good ethics involve more than just an individual perspective; by the very nature of their role, top managers affect all of the organization and set an example for staff to follow and the community to model after. Good ethics can be far more than just a set of rules; it can be a powerful marketing/communication tool positively setting a business apart in the market from competitors and creating the long-term foundation for customer retention.

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The Amazing Power of Peer Pressure in Groups

The Amazing Power of Peer Pressure in Groups

When Stanley’s daughter was about five and a half, it was time for her to pick out her first bike. No surprise, she wanted something with bold colors and controls. The typical child bicycle for girls was frequently some kind of flowery motif, a princess bike, or a fairy theme. However, when Stanley brought his daughter to the store, he made a point to tell her she could pick any bike in the store for her size. And she chose a bold, fire-engine red Transformers bike for her favorite TV robot heroes. Stanley wasn’t sure about the pick and asked her again if his daughter was sure. She looked around and within ten seconds was done; it would be the Transformers bike without question. So, that’s the bike she got.

A month later Stanley’s daughter went with her sister to the local park. They were back within minutes, and the younger one was crying. Stanley asked them what happened and, between sobs and hiccuping, his younger daughter blurted out she had been picked on for riding a boy’s bike. The culprit was other neighborhood kids, particularly girls. Stanley’s daughter rolled her Transformer’s bike into the garage, laid it down, and ran inside sobbing. That was the last time she ever rode that bike again. Stanley tried to see if she would ride it again a month later, but no luck. The bike ended up going to charity.

Every day at work people face decisions that they must then put in front of others, their peers. Like Stanley’s daughter, they will meet people who will criticize and oppose actions or directions chosen. Sometimes it’s for technical reasons and sometimes they do it just to be a pain. However, those peer pressure decisions can be immense depending where one is in their career. If starting out, and the opinion comes from more experienced peers, the pressure can have a huge effect on how people try to fit in, even causing anxiety in some folks. Everybody at some point wants to be accepted, and at work, it can be a fundamental requirement to gel with the “team.”

How one deals with peer pressure and compensates for it will dictate how capable of a decision-maker he or she can be. While it would be easy to assume things are top-down, dictatorial, in reality, our decision-making is often an interactive, communal function, so influence matters tremendously. Realizing this and learning how to control the pressure separates good decision-makers from those who can only operate in a vacuum. Controlling it versus being controlled means one rides their “bike” instead of losing it under pressure.

People are fundamentally social creatures, so those who want to be decision-makers need to understand how to use social influence to their advantage, not disadvantage. The last place a decision-maker wants to be is being second guessed or shamed in public when pushing a proposal. Part of effective leadership is knowing how to influence ahead of time and build decision support before the decision actually has to be made. Some call it being “political,” but realistically, effective leadership involves performance with a team, not against it.

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Taking Over: Tips for Becoming a Team Leader for an Already Established Group

Taking Over: Tips for Becoming a Team Leader for an Already Established Group

Building a team is an inherently personal proposition, regardless of the industry in which you’re operating. These are people that you’ve hand-selected based on their unique strengths to come together to form a complete whole. When everyone is firing on all cylinders, a well-designed team is more than just a tool – it’s a reflection of yourself, of the type of work you do, and of the quality of the product you’re about to deliver.

So what happens when you didn’t form the team, but you’re still being asked to lead them?

Things change in business all the time and at some point, you may be invited to take the reigns of a project that had already existed long before you got there – inheriting the project’s team at the same time. Jumping into a team as the newly deemed leader can be a difficult situation to find yourself in, but it doesn’t have to be provided you keep a few key things in mind.

Trust – The Most Important Element of All

When you take over as the team leader for an already established group, one thing will become clear: you probably wouldn’t have made the same decisions had you been there from the beginning. It’s a bit like a Hollywood feature film when one director takes over for another – a movie is still going to get made, but can that new director still put his or her own stamp on what is about to happen?

The answer is “yes,” provided you take advantage of your most valuable asset of all: the team itself. Remember, the people in that group were selected for a reason, and the most important thing you can do right now is to trust them to guide you just as they’re trusting you to guide them. Remember that they WERE there from the beginning. They have experience in this context that you do not, and their experience is incredibly valuable. Don’t come in barking orders, changing this or that just so that the project is more “yours” than anybody else’s. Listen to what they have to say. Talk to them about what they’re doing and why they’re doing it. Instead of changing them to fit your needs, do what you can to make yourself malleable to address theirs.

You’ve Been Tasked With Filling a Void, So Fill It

If you’re coming in to lead an already established group, the chances are high that what you’re being asked to do is fill a void. Why the previous team leader was replaced no longer matters – the people in front of you were prepared to follow that person, and now that person is gone. What you need to do is throw any pre-conceived strategies you may have had out the window and learn the score, so to speak. Find out what challenges were present under the previous leadership and learn what you can do to correct them. Find out how you can provide your personal value in a situation that already existed before you got there. Take the time to learn precisely what type of leader these people need and do whatever you have to do to become it. In this situation, you need to be willing to become a collaborator almost more than you would if you had built the team in the first place.

These are just a few of the ways that you can successfully become a team leader for an already established group. Make no mistake – it’s an awkward position to be in, but above all else, the quality of the work can’t suffer due to an unfortunate identity crisis. By trusting these people who have already come together and by being willing to become a real collaborator in every sense of the word, you’ll be able to make this team your own over time – all without tearing down what was old to build something new in the process.

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Know Your Limits: Why Boundaries Are So Important When Becoming a Team Leader

Know Your Limits: Why Boundaries Are So Important When Becoming a Team Leader

One of the key things that all successful team leaders find a way to overcome is the simple human need to be liked. When you’ve finally risen in the ranks and find yourself in a position of authority, it’s natural to want everyone to see you as “the cool boss” or “the friendly boss.” While this is absolutely recommended to a certain extent and it’s a whole lot better for productivity than barking orders and becoming the boss that everyone hates, you still need to know your limits. You need to draw a line in the sand and establish yourself as a team leader by setting boundaries for both yourself and those beneath you. This is something you can do in a few different ways.

The Dangers of Not Setting Boundaries

The potential pitfalls associated with not setting boundaries for your employees extend quite a bit deeper than just having people who look at you more as a friend and less as a leader. A lack of boundaries can also easily translate into a lack of clarity and direction. You might suddenly find that, while you have hugely talented people working beneath you, they’re not focused. They’re not engaged. They’re more confused than anything and nothing is getting done.

Another significant issue that a lack of boundaries can create has to do with your overall company culture. If you don’t set boundaries up front, your company culture could become damaged. People will become demotivated, which will ultimately cause their performance to suffer. This, in turn, not only affects the quality of the work that you’re able to deliver to clients, but also your entire company identity from the top down.

Setting Boundaries as a Team Leader

If you want to continue to blossom into the team leader you always know you were meant to be, you’ll want to focus on creating boundaries in a few key areas. You’ll want to create boundaries that help your employees focus, first and foremost. You need to do what you can to minimize distractions from EVERYTHING that isn’t critical to the task at hand.

You’ll also want to create boundaries that help build a positive working environment for everyone involved. Whether this means rewarding a job well done or just recognizing when someone turns in a particularly thoughtful piece of work, this will go a long way towards creating a positive emotional environment – which also helps stimulate brain performance and keeps your employees operating at peak efficiency.

More than anything, however, you’ll want to establish boundaries that keep your team functioning as exactly that – a team. Any activity or behavior that fragments your team instead of pulls them together simply won’t do. You need to always remind your employees that you’re all in this together and that every move you make, along with every move they make, needs to be focused towards the same short-term and long-term goals.

These are just a few of the many reasons why boundaries are such an important part of becoming a team leader. Everyone wants to be liked, but remember that you’re not in this to make friends – you’re in this to get the job done. The types of boundaries that you set need to minimize distractions and bring your team together, not pull them apart. Only then will you be able to grow into the true team leader you always knew you had hidden inside you.

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Mutual Respect: The Secret Ingredient When It Comes to Managing Employees

Mutual Respect: The Secret Ingredient When It Comes to Managing Employees

Many business leaders are still operating under the mistaken impression that the key ingredient to managing employees involves learning how to delegate responsibility. So long as you tell the right people to complete the right tasks, your business should pretty much run itself, right?

Wrong.

You can’t just demand that your employees dedicate a huge part of their waking days to helping you accomplish your own professional goals. They have to want it. You can’t buy it, either – high salaries and competitive benefits help, but they’ll only ultimately carry you so far.

So how do you make not only managing employees easier than ever, but also turn them into true, loyal team members instead of passive subordinates at the same time?

The answer is simple: mutual respect.

What is Mutual Respect?

The most important idea to understand about mutual respect is that you’re dealing with a two-way street. You can’t force someone to respect you just because you happen to be their boss or because your name is on the door. You have to earn it. You have to show them that you’re worthy of it.

However, generating mutual respect isn’t as easy as flipping a light switch. It involves a lot of small things that eventually add up to a pretty significant whole. It’s about being genuine in your interactions with employees. It’s about going out of your way to do the right thing and recognize a job well done. It’s about making sure that all employees, regardless of position, have an equal voice in all decisions that affect them. It’s about taking the time to show an employee that those eight hours they spend in the office on a Sunday didn’t go unnoticed. That they were appreciated. That you wouldn’t be where you are without them.

What Mutual Respect Means in the Long Run

If you’re able to foster an environment where mutual respect occurs organically, you’ll begin to feel a wide range of different benefits almost immediately. Mutual respect means that an employee is willing to put in a little extra effort and work harder because they know that you appreciate what they do and that you would be willing to do the same if the situation was reversed. Mutual respect means that if you do make a mistake, an employee is going to give you the benefit of the doubt because it’s the same courtesy you’ve afforded them in the past.

Mutual respect also means that all employees understand and even believe that they have an equal voice. They don’t feel like they work FOR you, they feel like they work WITH you – because you feel the exact same way. Even when a conflict does arise, it never gets heated or even contentious because people who respect each other don’t argue and fight over issues, they discuss them like civilized adults.

These are some of the many reasons why mutual respect is the secret ingredient when it comes to managing employees. Creating a workplace where mutual respect is encouraged creates a “trickle down” effect almost immediately – conflict management is easier, collaboration is more efficient, and even the types of personality or cultural differences that stood to divide employees in the past only work to bring them together.

Mutual respect allows everyone to come to the simple yet important realization that at the end of the day, you’re all part of the same team.

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The Power of Leadership: Bringing Out the Best From Introverted Employees

The Power of Leadership: Bringing Out the Best From Introverted Employees

As a business leader, one of the core requirements of your job is to make sure that you’re bringing out the absolute best in your team at all times. Every employee working under you not only needs to excel on their own terms but must also be contributing towards the larger whole at the same time. Having quiet, introverted employees can certainly make this difficult, but therein lies the challenge. If you want to use your leadership skills to bring out the best from your introverted employees, you’ll certainly want to keep a few key things in mind.

Work on Your Pace

One of the biggest mistakes you can make in terms of dealing with introverted employees is trying to force them to adapt to the way you like to work. Introverted employees typically don’t like fast-paced, high-stress situations. They need time to think, to plan, and to ultimately prepare for the task ahead. Part of the way you can help bring out the best in these employees involves embracing this idea wherever possible.

Say you’ve got a big meeting coming up and you know that an introverted employee will need to contribute as much as possible. Instead of springing this on them at the last minute, let them know as soon as possible. Give them time to get their thoughts straight and make sure you give them a clear, actionable agenda to work from. If you allow them to build up to the meeting, you’ll find that they’ll be much more engaged than you probably thought they would.

Acknowledge Accomplishments

One of the most important things to keep in mind about introverted employees is that they will rarely, if ever, take outward pride in their own accomplishments. They typically don’t like attention, even if it’s positive, which means that a lot of the hard work they’ve been doing will likely go unnoticed. As a result, it becomes your job to take pride in those accomplishments for them. If an introverted employee absolutely nails a project, make sure everyone on the team knows it. Make the announcement on their behalf, allowing them to feel great while embracing their personality at the same time. Just make sure you spread the love – all team member accomplishments should be acknowledged equally, both for introverts, extroverts, and everyone in between.

Use Technology to Your Advantage

Another factor to consider about introverted employees ultimately comes down to communication. An introvert doesn’t necessarily like to keep in constant contact either in person or by phone, but luckily, technology has made it easier than ever to adapt to this idea. Utilize virtual communication for projects when possible, either via text messages to your team or instant messaging conversations, e-mail threads and more. This will allow your introverted employees to not only contribute to a larger project but to do so in an environment they feel the most comfortable in.

These are just a few of the ways you can bring out the best from your introverted employees all day, every day. Remember that just because someone is quiet and prefers to work in a solitary environment does NOT mean that they aren’t contributing. In the same way, a loud, boisterous attitude doesn’t make someone a good employee either. Your primary goal is to strike a balance. You need to provide ALL employees, regardless of their personality type, exactly what they need to thrive.

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Change Your Leadership Style to Match Your Company’s Vision

Change Your Leadership Style to Match Your Company’s Vision

Nobody likes being told what to do. It rarely matters who is doing the telling, you just feel that tension rise in your neck and a little rush of adrenaline as your inner 2-year old shouts, “You’re not the boss of me!” Then, that thought that you’re an actual adult enters your mind and you usually do what you’re told, because inevitably, the person telling you what to do is technically the boss of you in some fashion.

When it comes to getting things done in business, someone has to be told what to do, otherwise, nobody would know what to do, right? While this statement has some truth to it, there are effective ways that you can direct people without channeling your inner dictator and incurring the seething wrath of your employees.

Successful leadership styles are not the same as they were twenty years ago. Employees no longer respond favorably to top-down directives. They want a more collaborative environment where their ideas are valued. They want to feel as though they have some sort of stake in the game. If you see your company as the next Google or Zappos and want to attract and retain the talent to match, you may already have that inkling that autocratic and directive leadership styles just will not do.

Today’s employees are more responsive to a democratic and more participative leadership style, where creative thinking and individual ownership of projects is emphasized. With this type of leadership style, it is not the leader or boss who is central to the decision-making process, rather, it’s the group. Think podium dictatorship versus collaborative round-table.

For an example of this, imagine your company designs and builds laptops:

Podium Dictator calls a staff meeting and tells everyone that this year they want the new model to be something no one has ever seen before. Something game-changing. That is why this year you are going to build triangular-shaped, green laptops. Collective eye-rolling ensues and everyone files back to their desks like prisoners in a chain gang. These employees will either polish up their resumes or begin the soul-sucking task of putting a bad idea into production.

On the other side of the coin, the round-table leader asks for a meeting and describes the grand vision – the design of a game-changing laptop. Regardless of how badly this leader wants a triangular-shaped, green laptop, this leader understands that they have a creative and powerful team of designers who know what game-changing really means. This leader asks for ideas. The designers around the round table feel empowered and their creative juices start to flow. Concepts are thrown up on a white board. Truly revolutionary ideas begin to form. There may even be some green involved…

You can see the difference pretty clearly, right? The collaborative leader has just empowered the group to create while the dictator has told the group what to do. Who will have the happier employees and the better product?

This new generation of leaders is able to hire talent that fits well within this new working model. They are able to clearly articulate their vision, manage expectations, and keep the project on track within that vision. They also have the self-control to allow the process to happen with the team that they’ve built. Micromanagers need not apply. When employees feel they have more control over their working environment and schedule (within the confines of the greater vision, of course), they truly want to make the company’s vision a reality.

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Employee Engagement: The Most Important Aspect of Your Business You’re Not Paying Enough Attention To

Employee Engagement: The Most Important Aspect of Your Business You’re Not Paying Enough Attention To

As a marketing professional, one of the core qualities that drives success in nearly everything that you do ultimately comes down to creativity. The employees that you’ve hired have to be free to let their creative juices run wild, turning in the types of materials that establish a direct link with your target audience in bold and innovative ways on a daily basis. Making sure that they have the tools necessary to unlock that underlying creativity is no doubt something that you think about daily. A related point that is just as pressing (if not more so), however, is just how engaged those employees are in the first place.

You could hire the most objectively creative or hard-working employee that you could find and it ultimately won’t make much of a difference if they are actively disengaged from the environment they’re working for in the first place. Employee engagement, in general, isn’t just one of the most important things to concern yourself with, but it’s arguably the MOST important thing for a number of fascinating reasons.

The Employee Engagement Problem

Many recent studies have been done that were designed to provide valuable insight into not only how important employee engagement is, but what happens if you’re a business owner with an uninterested workforce. According to a study that was completed by Dale Carnegie Training, only 29% of workers in the United States are actively engaged with their jobs. Roughly 45% are not engaged in any way and, to make matters worse, a full 26% are actively disengaged.

When you’re dealing with a disengaged workforce, you’re dealing with people who aren’t giving 100% of their time, energy, and creative effort to the task at hand. You’re dealing with people who aren’t doing their best because, to be quite frank, what’s the point? You’re also creating a situation where you can’t hope to accomplish your own goals and the goals of your business because the people you depend on don’t see the same value in moving your business forward. Rest assured, this is a problem that you need to address at all costs.

How to Fix Employee Engagement

According to another study that was conducted by Towers Watson, 79% of highly engaged employees also reported that they had both trust and confidence in the people who were leading them. A survey given out by the Psychologically Healthy Workplace Program (PHWP) indicated that employees who felt that their contributions were truly valued by their employers were 60% more likely to report that they were doing their very best inside and out of the office on a daily basis.

If you’re a business owner with an employee engagement problem, it stands to reason that the first step to take involves looking inward for the solution. Employee engagement is almost intimately tied to morale, so what is the true nature of the issue you’re dealing with, here? Is it that your employees feel like you don’t know what you’re doing? Do they feel like you have unreasonable expectations? Do they feel unappreciated?

These are the important questions that you’ll need to answer in order to drive employee engagement as high as it will go. Employee engagement is absolutely the key to unlocking the true productive workforce that you need and to create an environment where “creativity” is the name of the game, thus allowing you to create the best possible marketing materials and establish the best possible connection with your target audience moving forward.

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Rule-Breaker or Not: Which Type of Leader are You?

Rule-Breaker or Not: Which Type of Leader are You?

“Following all the rules leaves a completed checklist. Following your heart achieves a completed you.” This quote by author Ray A. Davis may be a bit of an oversimplification, but it carries some significance, too. Some people are attracted to breaking rules and live their lives accordingly. They are typically acknowledged as either highly successful people or scoundrels. But in any case, they are people who choose their own paths instead of following the well-beaten trails of life. Many times they are revered as leaders. However, not everyone is cut out for rule breaking.

This may be the key difference between two very different types of leaders. One is devoted to organizing procedures and processes and directing operations and the systems that make them functional. The other is primarily engaged in creativity and the positive influence of others. As such, these two types are differentiated as managers and visionaries. Some individuals are fortunate enough to have both of these capacities, but most of us, if we are leadership material at all, fall into one of these two categories more so than the other, and that is not a bad thing. The world needs both types of leadership.

Perhaps the most important difference between these two is that one of them is routinely devoted to following the rules, or at least helping to make and institute those rules. The other is largely committed to finding ways to circumvent the same rules, exploring new ground instead of restricting one’s latitude to a structured set of limitations. One follows the rules; the other seeks to break them.

Looking at these two individuals we can see some very clearly defined differences. The one who seems born to be a manager is focused on technical aspects and structural adhesion. She is committed to smoothness in operation and well-practiced efficiency. Everyone usually acknowledges that she is quite good at what she does.

The other is visionary in his approach to problem solving, so his solutions are not always popular. He is, instead, a bit of a maverick. But his ideas can be so very convincing sometimes, usually due to his emotional involvement and vision. In a word, he is passionate, and his passion is contagious. He is an idea factory.

Successful entrepreneur and co-founder of Twitter Jack Dorsey said, “Everyone has an idea. But it’s really about executing the idea and attracting other people to help you work on the idea.” The idea for Twitter was amazingly simple. It was also untried. The “idea people” attracted some management types to make it happen…and the rest is history.

Successful organizations usually require both types of leadership, the idea generators and the systems people who build and pattern the formula. Successful World War II general and U.S. President Dwight D. Eisenhower said, “Leadership is the art of getting someone else to do something you want done because he wants to do it.” That, in a nutshell, is the path of the idea creator, the entrepreneurial genius, the visionary leader who starts the engine and motivates it to keep running.

The running of the engine requires the attention of those most capable of coaxing from it the power that is needed. The engine must be tuned to perfection. Systems experts keep it running and running in the right direction. Without them, the visionary’s idea could easily die on the vine.

True leadership may begin with a breaking of the rules, but it can only truly succeed by virtue of learning one’s real limitations and finding help in those areas of relative weakness. Break the rules to get started, but then find help covering your weaknesses from another kind of leader, and your chance of success is increased.

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What Captain Kirk Teaches Us About Business

What Captain Kirk Teaches Us About Business

Even among those who haven’t followed the Star Trek franchise, Captain Kirk and William Shatner (the actor who played him) are household names. Whether you’re a lifelong Trekkie or only know the character’s name in passing, here are six Captain Kirk/William Shatner quotes we found particularly inspiring for marketing and business professionals.

“Genius doesn’t work on an assembly line basis… You can’t simply say, ‘Today I will be brilliant.'”

When starting out or working your way up in business, you must acknowledge that you don’t know everything there is to know about your industry. You’re not going to wake up one morning with the experience to be an industry leader. Instead, you must be willing to study and learn as you go.

“You either believe in yourself or you don’t.”

Running a business is never a sure thing. Chances are when you start your own company you’ll find yourself facing skepticism from many different people. If you want to be successful, however, you have to believe in yourself. You must be honest about the faith you have in yourself. If you truly think you can do this, then develop your business plan and prepare to jump in feet first.

“There’s another way to survive — mutual trust and help.”

Building a business is not a single-handed endeavor. If you want your business to thrive — and not just survive — you must be willing to trust those running the business with you. When starting out, make sure your first hires are trustworthy people who share your vision. Choose candidates you know you can trust completely to have the good of the company at heart.

“Sometimes a feeling is all we humans have to go on.”

Sure, predicting the right moment to launch a company or introduce a new product or service involves studying trends, but it also requires a finely tuned intuition. Sometimes, all you have to go on in business is a gut feeling. If you have reasons to support those instincts, don’t be afraid to listen to them.

“If I can have honesty, it’s easier to overlook mistakes.”

This quote speaks to the importance of transparency in everything a business does. No business leader is perfect. Sometimes you’ll make mistakes. You’ll make the wrong call. When you’re transparent with your employees about what happened, they’ll be far more likely to continue to trust you and your judgement.

“A captain of a ship, no matter his rank, must follow the book.”

Even if you’re the founder and CEO, you don’t want to place yourself in a separate category than everyone else at your company. Sure, it might be easier to circumvent particular processes or rules, but when you do so, everyone notices. People naturally struggle to feel connected to and loyal to leaders who play by different rules than the ones they set for everyone below them. Show your employees you’re all on the same team by following the same rules. The result will be far greater coherence within your team.

Building and successfully running a company can be a challenge for anyone. Those who enjoy the character of Captain Kirk, however, will find a considerable amount of wisdom about how to be successful in the quotes from the captain and from the actor, William Shatner. Consider some of the wisdom above and see how you can apply it to your own company. If you’re interested in improving your marketing efforts, contact us today. We’d be happy to help you get started.

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About Acme Printing

Joe Printer, owner of Acme Printing

Acme Printing has a distinctly human approach to the printing business. We always figured that putting people before profits just made good commonsense.

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