Chapter 5 Pg”s 122-124 Lead With Love By Gerry Czarnecki
Living a performance review to an outstanding performer can really make you feel good. For most of us, praise is aed to give strong, highly critical, and negative feedback that most of us wish we could ask somebody else to do it for us.
One senior executive routinely did just that. He would give all the positive reviews himself and leave the negative reviews, and even firings, to his director of human resources. This man was incapable of facing his responsibilities as a leader. He always wanted to feel good and could not face the difficult task of confronting another human being with the honest and caring truth. Worse still, he convinced many people in the organization he was such a warm and caring person that he could not bring himself to hurt anybody. What a fraud! If he truly loved his associates, he would have recognized it was his duty to do everything he could to help them succeed, even if on occasion that meant telling them something they did not want to hear.
Leadership Loving humans requires helping them, even if the truth is painful. People with no understanding of their weaknesses are living in a fantasy world. It is our duty as leaders to help our associates deal with their own shortcomings as well as to understand their strengths. Just as in a manufacturing environment, we can only improve the process by understanding its weaknesses. Improvement cannot happen if we do not know what needs to be improved, and without improvement there can be no excellence. You will hear this again, but remember that you are not trying to create capability; you are working to enhance it. Do not waste your time on the hopeless, but where there is hope, give it a real commitment. In their book First, Break All the Rules, Buckingham and Coffman say it simply: “People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw what was left in. That is hard enough.”