Section 6: Appreciate Everyone s Unique Contributions and Abilities

Overview

Antoine was known in his company as a division manager who got results. He was a driver who forced people in his organization to deliver or leave.

The people who worked for him learned quickly what kind of management style was effective. They rewarded actions that led to bottom-line results, and employees who failed to provide results were moved elsewhere or dismissed. This created a culture of fear and turnover.

Elizabeth was a first-level manager in Antoine’s division who had a different philosophy. She recognized that a stable organization could deliver even more long-term value, so she made sure each employee in her group was personally valued for their uniqueness. When one skilled worker needed to work different hours to be at home at 3 p.m. for his children, Elizabeth adjusted the team’s meetings. When another wanted to lead a key initiative for the team, Elizabeth supported her and helped smooth relationships with other affected teams.

Within six months, Elizabeth’s team was known widely as the best place to work. The team not only gained some of the best results in the division, the manager knew how to accommodate her employees’ needs and goals.

The corporate environment can be incredibly de-motivating because it tends to treat people as unimportant or as “assets to be managed” in the pursuit of corporate goals. This drains all the energy out of employees and leaves them unfulfilled. Antoine might have been able to get some short-term results at the expense of the long-term health of his organization.

An enlightened manager such as Elizabeth rejoices in the diversity of jobs, approaches, and values. Within a group’s goals there are often many different ways to reach success. People who are supported will bring their full energies to a job and are more likely to get results than others who are less motivated.

Everyone wants to be recognized for their achievements and supported in doing what they think is best. It is not uncommon for others to have much better approaches than the manager suggested, especially within the context of their own abilities and expertise.

Often a “class system” develops inside companies. It is easy and uplifting to show appreciation to the many people who make our lives easier: the servers in the company cafeteria, the facilities crew who sweep the walks, and the people in other groups who may not realize they make your life easier. This attitude will be noticed by others and will slowly change your outlook on the value of everyone you meet.

I believe that the first test of a truly great man is his humility. I don't mean by humility, doubt of his power. But really great men have a curious feeling that the greatness is not of them, but through them. And they see something divine in every other man and are endlessly, foolishly, incredibly merciful.

—John Ruskin