3 Common Mistakes Leaders Make (and How to Avoid Them)

The wooden block fell out of order

No one likes to make mistakes, but it’s a part of being human.

When it comes to leadership, one significant mistake can cause you to fail. 

Take Jordan, a division President as an example. In one of his big hiring decisions, he was down to two external candidates. Everyone in the company preferred Ron over Ellen because of his deep industry experience. But in the interview process, Jordan saw significant character issues that he thought would cause problems down the road. Instead of trusting his judgment, he hired Ron anyway. Sure enough, within two years, Ron cost the company millions of dollars in a lawsuit because of a flawed character decision. If that wasn’t enough, Jordan lost his job because of Ron’s actions.  

Since then, Jordan has bounced back and gone on to be the CEO of a high-growth company, but he refuses to make the same mistake again. He spends a significant amount of time refining the organization’s hiring system and evaluating core values alignment before signing anyone on the dotted line.  

In studying so many great leaders and coaching leaders like Jordan, I have learned an essential lesson:

All leaders make mistakes, the best leaders learn from them and refuse to make them again.  

Mistakes Come in All Sizes

A mistake is defined as an action or judgment that is misguided or wrong. As previously noted, leaders can fail because of significant errors, but more often than not, it’s repeating the same small mistakes over and over again that cause an unengaged team. With this in mind, here are some less obvious mistakes I see that you will want to avoid to be a more effective leader. 

1. Focusing on the Gap, Not the Gain

There is a good chance you wouldn’t be in a leadership position if you didn’t have a vision for a better place tomorrow than where you are today. Because of this, it’s tempting to focus on the gap between where you are concerning that vision versus how far you have come. 

In a recent episode of the Follow My Lead Podcast, Pete Burak described it so well, “Many millennial leaders make the mistake of not trusting the process and measuring the gain and not the gap.” Not only is Burak right, but every leader regardless of age, can make this mistake. You can watch the clip here.

2. Losing Sight of a Deeper Purpose

It will always be easier as a manager to focus on the outcome of hitting metrics. While targets such as revenue are crucial for any business, it’s a mistake to only focus on them and lose sight of a deeper purpose.  

For some people, “purpose” feels like a righteous or elitist word. But being able to persevere through tough times or challenge your team to new heights often requires a more profound purpose or cause. Dr. Miles Munroe said, “you must believe, deep inside of you, that you were born to do more than survive, make a living, and die. You were created with a gift inside of you; your job is to find that gift and serve it to the world.”

The best leaders not only know this, but they lean into it. They spend the time, energy, and effort to determine their deeper purpose and connect their team to a cause beyond just making money.  

3. Taking Credit for Sucess and Shifting Blame for Failure

Taking credit and shifting blame is a mistake many leaders in big organizations have made to jockey for hierarchical positions. However, it’s not an error you want to repeat. Great leaders take more responsibility for mistakes and less responsibility for success. 

Great leaders take more responsibility for a team’s mistakes and less responsibility for a team’s success.

By leading this way, team members will recognize what you are doing and give more effort in the future to elevate the job you are doing. Everyone will make mistakes when they are doing challenging work, so embrace leadership’s responsibility and stop blaming your team. As Jack Welch famously said,

“When you were made a leader you weren’t given a crown, you were given the responsibility to bring out the best in others.”

Closing

I don’t know anyone who likes making mistakes, but if you aren’t going to repeat them it required significant mental energy and effort. If you recognize you are making some of these mistakes in the way you lead, don’t beat yourself up. A mentor reminded me recently, “a mistake should be your teacher, not your attacker. A mistake is a lesson, not a loss. It is a temporary, necessary detour, not a dead end.”

Brush off your mistakes, learn from them, and try not to make them again.

Do you agree? What are simple mistakes you see managers make?

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About the Author: John Eades is the CEO of LearnLoft, a leadership development company helping executives and managers to lead their best. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades

How the Best Leaders Are Combatting Employee Burnout

Burnt matches, concept for highly prevalent resident burnout. Highly prevalent resident burnout.

Ever wonder when most executives and managers will stop talking about employee burnout and instead do something about it?  

Take Whitney Wolfe Herd, current CEO of Bumble, for instance. In light of a hectic year, with her company navigating remote work, a global pandemic, a public offering (Nasdaq BMBL), and immense user growth, Wolfe Herd was done talking about employee burnout and decided to do something about it. She gave all of the company’s 700 employee workforce a week off of paid vacation to help them with burnout. 

In a statement, Bumble said that like most people, “our global team has had a very challenging time during the pandemic. As vaccination rates have increased and restrictions have begun to ease, we wanted to give our teams around the world an opportunity to shut off and focus on themselves for a week.” 

Now I don’t pretend making a decision like this is an easy one whether you are the CEO of Bumble or any other organization. To go a step further, just because it was the right decision for Wolfe Herd doesn’t mean it’s the right decision for another organization. However, it proves she found the courage to make a tough decision, especially when it came to taking care of her people. 

“Great leaders find the courage to make tough decisions, especially when taking care of their people.”

What is Burnout?

Burnout is a term thrown around so much; it feels like it’s lost its meaning. It’s defined as; a state of emotional, physical, and mental exhaustion caused by excessive and prolonged stress. It typically occurs when you feel overwhelmed, emotionally drained, and unable to meet constant demands.

The Mayoclinic goes a step further, saying, “Burnout isn’t a medical diagnosis. Some experts think that other conditions, such as depression, are behind burnout. Researchers point out that individual factors, such as personality traits and family life, influence who experiences job burnout.”

If you or a team member is burned out, here are a few warning signs:

  • Inability to think or focus on anything other than work
  • Loss of passion for completing work you previously loved
  • Constant negativity about the future where once positive
  • Excessive weight gain or weight loss without a significant change in diet or exercise
  • Inordinate satisfaction about achievement or positive results

Now that we’re clear on what it is and some of the signs, the natural question is, are workers burned out?

According to an Indeed survey, 52% of all workers are feeling burned out, and more than two-thirds (67%) believe the feeling has worsened over the course of the pandemic. So not only is burnout real, but it’s still uncertain how it will affect professionals in the future.  

Here are a few strategies to implement to lead effectively in this increased level of burnout.  

Don’t Ignore It, Talk About It.

The first step to identifying any problem is to open up lines of communication about how people are feeling and what burnout is. There is a decent chance your team might be experiencing signs of burnout without knowing what it is. A couple of good ideas to consider include: 

  • Run a pulse survey to get insight into how people are feeling and their engagement level
  • Share the results of the survey with the team
  • Share the definition of burnout and signs I previously outlined
  • Collaborate on ideas to prevent burnout specific to your team

Turn Down Demands But Don’t Lower the Standards.

One of the leading causes of burnout is excessive demands of a job. Now here is where many managers get leadership wrong. They confuse demands with standards. A leader who makes demands gives insistent requests made as if by right. A leader who leverages standards defines what great looks like and helps their team meet or exceed it.  

Great leaders don’t make demands, they elevate the standards.

An excellent way to think about this is the quality of work that’s required. For example, if a leader of an engineering team that designs bridges or buildings were to lower the standards of her team, it would put people in danger who use the building or bridge in the future. So instead of lowering the standard, this leader should extend project timelines or limit the number of projects her team takes on to maintain the design standards while putting her people and their wellbeing over short-term profit. 

Give More Recognition than Usual

Recognition matters to people, and it works. Don’t just take my word for it; according to research, When asked what leaders could do more of to improve engagement, 58% of respondents replied: “give recognition.”

O.C. Tanner found 45% of surveyed employees said the recognition they receive at work feels like an empty gesture that is not meaningful to them. Here are a few ideas from a video to help:

Closing

There is no doubt that each professional, team, or organization could be affected differently by burnout. So to assume there is just one way for every leader to respond would be foolish. So whether you want to take a page out of the Wolfe-Herd book of leadership and give your people a paid week off to show them you are serious about their health and well being or not, the key is that you don’t ignore burnout or downplay those that might be experiencing it. It’s your job to elevate others, and being proactive in overcoming burnout will be a sign you are doing just that. 

Do you agree with Bumble’s CEO Wolfe-Herd’s decision? How do you suggest leaders combat burnout? Tell me in the comments.

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About the Author: John Eades is the CEO of LearnLoft, a leadership development company helping executives and managers to lead their best. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades

7 Excuses You Must Avoid to Be an Effective Leader

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The culture of accepting excuses as reality is here. In previous generations, people were held accountable for making excuses for their behavior or decisions. Today’s workplace is different. Not only are we ok with rationalization, we almost encourage it.  

To give you an idea of how popular making excuses has become, a recent study found the average American will make 2,190 excuses yearly (six reasons daily) to validate their decisions.

Before you go making an excuse for the research, we’ve all been there. Something doesn’t work out, or we are disappointed because reality didn’t meet our expectations. When things don’t go our way, it’s easy to look for something or someone else to blame. This is precisely what an excuse is; an attempt to lessen the blame; seek to defend or justify.

The best leaders recognize an excuse for what it is and refuse to make or accept them from others.  

Great leaders don’t make excuses because it gets them further away from positive progress. 

Turning Excuses into Power

Allowing excuses to become a regular part of your everyday routine is a recipe for mediocrity and will put you in a powerless position. What if, instead of justifying things, you embraced responsibility and became powerful? How much better would you and your team perform if each person took ownership each day?

Take my health journey as an example. I have a weight goal that I am working towards this year. My accountability partner texted me yesterday, “Get your work in today?” My first response was an excuse, “Rear deltoid injury.” Without missing a beat, his response exposed my excuse, “But your legs still work, no?”

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When it comes to leadership, many Managers and Executives have mastered the art of making excuses; placing responsibility onto someone else. With this in mind, here are the most common excuses I hear and ways to turn them into statements that will help you and your team be successful. 

Excuse 1: “I am waiting on someone else.”

Without a doubt, this is the most popular excuse in corporate America. “I am waiting on someone else to do something, so I can do something.” While there is no denying the corporate decision-making structure and hierarchy in an organization, this excuse is paralyzing for a team working on accomplishing meaningful goals.  

Instead of making this excuse, commit yourself to create a more compelling and value-oriented case for why a decision or action from someone else is needed quickly. Commit yourself to figure out why there is a delay and what you can do to help the situation instead of sitting back, powerless. 

Excuse 2: “I don’t have the money or budget.”

Finances and budgeting are a part of life and management. Instead of making this excuse, commit yourself to understand the budgeting process and what you or your team can do in the future to invest in the things you know are essential.  

While this might mean delaying an initiative you believe is important, it will put you in a more powerful position the next time you’re ready to invest in your team or adopt a new software tool.

Excuse 3: “I don’t have enough time.”

Time management is a part of every leader’s life. The collision course of people and things needing your time and attention is endless in a position of leadership. As Bhrett McCabe said on a recent episode of the Follow My Lead Podcast, “The job of a leader and a coach is a thankless job because you can never do enough.”

But there is one lesson I have learned in studying so many great leaders: “you make time for what’s important.”

“Great leaders make time and prioritize what’s important.”

Instead of making this excuse, commit yourself to a time management system that works for you and your team. Become a 5 AM club member, and you will be amazed at how much more time you have your day. 

Excuse 4: “It’s my team’s fault.”

If there is an excuse that gets my blood boiling, this is it. I have written about this before; “what a leader tolerates, they encourage.” Instead of making this excuse, look in the mirror and ask yourself, “what else could you do to help a team member perform better or make better decisions.”  

Everyone will make mistakes when they are doing challenging work, so embrace leadership’s responsibility and stop blaming your team. As Jack Welch famously said,

“When you were made a leader you weren’t given a crown, you were given the responsibility to bring out the best in others.”

Excuse 5: “I haven’t done this before.”

As quickly as technology and the markets are changing, there is a good chance you and your team are now responsible for doing work that it wasn’t doing six months to a year ago. Pat Gelsinger’s (New CEO of Intel and incredible leader) inspirational message to his new team at Intel highlighted the speed at which they had to innovate. He wrote, “passionately innovate with boldness and speed.”  

As great as the vision is, it won’t happen if employees at Intel use the excuse, “I haven’t done this before.” Instead of making this excuse, commit yourself to a growth mindset. Get comfortable with the idea that you can figure things out with research, hard work, and collaboration with others. 

Excuse 6: “It’s not only me, others are doing it as well.”

In this world with an ever-growing grey area, there still is right from wrong. I have written before about how to ensure you don’t become a bad leader. Understanding your core values and embracing your character is paramount in leadership.

Robert Caslen, a retired US Army Officer, current president at the University of South Carolina, and author of The Character Edge, told me in an interview on the Follow My Lead Podcast, “If you fail at character, you fail at leadership.”

Instead of making this excuse, take ownership of the mental and moral qualities distinctive to you and draw a line in the sand for what’s right and wrong. You might not win in the short-term because of your character, but you will in the long-term.

Excuse 7: “This market makes it too hard.”

There is no denying the impact of Covid on business markets. For some, it’s been a blessing they could never have expected, and for others, it’s been the curse no one would wish on their worst enemy.

Instead of making this excuse, accept the reality that COVID has placed on your team or business and look to transform and survive in the new market. The truth is, anyone or any team can reinvent themselves within a year if they put enough time, energy, and effort into it. With this mindset, you and your team can challenge yourself to try new things, innovate, and pivot to find new ways to succeed. 

Closing

Excuses are easy to make, which means you will have to work twice as hard to recognize when making them. There is a simple trick I learned from Brian Kight, “Eliminate BCD; eliminate blaming, complaining or defending” from your language.  

As Benjamin Franklin famously said, “Someone that is good at making excuses is seldom good for anything else.” Be the kind of leader who doesn’t make excuses and figures out a way to get things done.

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About the Author: John Eades is the CEO of LearnLoft, a leadership development company helping executives and managers to lead their best. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.

The Simple Way Leaders Get Feedback at the End of the Year

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Awareness, or more to the point, a lack of self-awareness, is a primary issue any Executive Coach focuses on to help a leader get better. When a person holds a position of power and authority without clear, candid information about how their actions or behaviors affect their teams, it’s a recipe for disaster. Unfortunately, this describes too many leaders.

In our preliminary research, most leaders believe they are self-aware. In actuality, only between 30%- 40% have proven they possess this skill. Moreover, many of the executives and managers we have studied over the last seven years have never even asked their team members for feedback about how they are leading. Their reasons varied from being overly confident, apathetic, or scared to hear the truth.

While asking your team for feedback can be a scary endeavor, research suggests those on the path to self-awareness are more confident, make better decisions, build better relationships, and communicate more effectively.  

Nadeem Saeed backed this up by saying, “Self-Awareness is the first chapter in the book of leadership.”

Why We Avoid The Truth

Whether it be our finances, the quality of our relationships, or the way we are currently leading, it’s just more comfortable to avoid the truth than confront it. Let’s face it, avoidance and denial have their short-term benefits — they feel better. Self-preservation and protection from real emotion or pain can disguise itself as the best path. But, things have a way of catching up to you. They say the truth will set you free, but they never said anything about it being painless. 

Leaders who avoid the truth move further away from being in a position of strength. 

The vast majority of leaders will only go to the point in which it gets uncomfortable, then they stop. However, growth and development are right around the corner when we find out the truth, and we get a little uncomfortable. Daniel Chidiac said some wise words, “Being self-aware is not the absence of mistakes, but the ability to learn and correct them.”

How to Get Unbiased Feedback 

As I wrote in Building the Best, a leader’s most important job is to elevate others.  It is nearly impossible to do this if you don’t know how your skills or behaviors impact other people. 

Thanks to Gallup’s Strength’s Finder, there is a strong trend for professionals to lean into their strengths and forget about their weaknesses. While this may be true when speaking of technical skills, it’s quite the opposite when it comes to leadership skills. A leader must discover and improve deficient skills because they negatively impact other people and your ability to lead them. 

Great leaders lean into their weaknesses in order to elevate others

To summarize so far, self-awareness is critical, and it will probably hurt. If you’re ready to take the plunge, here’s how you can begin to get feedback: 

Simply put, you ask for it. Our team leverages SkillsLoft to help leaders understand their current leadership style and their strengths and weaknesses. This tool aids in getting candid feedback by keeping responses anonymous. But not every company invests in a 360° feedback tool and there are always gaps in them as well. Instead of waiting on a company leadership development program, you can use this one bold question Casey Graham, Gravy’s CEO leverages to get unbiased feedback

“What’s the absolute worst part of working directly with me?”

What’s so powerful about this, Graham sets the standard that his organization’s growth is directly tied to the growth rate of every leader within it. This question not only takes courage to send, but it shows your team and that you are in growth mode and models the behaviors you want to see from them.  

What To Do After You Receive Feedback

There is a huge caveat to asking for feedback. If you want to get honest, candid feedback, you must be willing to do something about it. If someone gives you feedback, and nothing comes of it, they won’t be as willing, to be honest with you again. The same can be said for your attitude when receiving some harsh criticism. After someone on your team or organization has given you feedback, follow these three steps: 

  1. Thank Them – Thank them for taking the time and energy to share their insight, whether you agree with it or not. Say something like, “Thank you for taking the time to provide this to me. I am in growth mode as a leader, and I’m going to take some time to consider your feedback and what I am going to do to improve.” 
  2. Act Differently Because of It – Once you determine if the feedback is accurate, formulate a plan for how you will act differently because of it. This may require training, coaching, or just good old fashion behavior change.
  3. Create a Feedback Loop – There is nothing easy about changing behavior. Find a mechanism or cadence to create a feedback loop. Ask your team at least for feedback at least once a year.

Closing

Personal and leadership growth starts with self-awareness. This visibility for where you are today allows you to get better tomorrow. Asking for, listening to, and accepting feedback as a gift is the best way to make this happen.  

It will always be easier to avoid or ignore the truth. You decide if you want things to be easy or if you want to elevate those around you. If you’re committed to your development and the development of those you lead, make it a priority to get feedback from them.

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About the Author: John Eades is the CEO of LearnLoft, a leadership development company helping executives and managers to lead their best. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.

The Top-Rated CEO of 2019 Shares a Perfect Formula for Leadership Success

Everybody loves a good top 100 list. It could be the best cities to live in, the top restaurants, or in this case, the highest-rated CEOs in America. I love Glassdoor’s annual list of the Top CEOs because it’s based on how employees of major corporations feel about their culture and their most senior leader. 

This year the highest-rated CEO was VMware CEO, Pat Gelsinger. While some might be surprised by how a man, who was previously ranked 78 on the list, could jump all the way to number one, it didn’t surprise the employees at VMware who gave him a 99 percent approval rating.  He is so committed to the company and his employees he got a VMware tattoo on his forearm and showed it off during his keynote in 2018.

Here’s what Gelsinger said when asked about the award: “Fostering an innovative company culture is paramount to us at VMware, especially now as we enter our next phase of growth. Ours is one of those rare work environments where our people understand they have an opportunity to transform the impossible into the essential.”

You could summarize his sentiments into this: culture is not only of the utmost importance; it starts at the top, but it’s proven by its people. 

If you want to emulate Gelsinger and transform the impossible into the essential in the next year, here are a few tips:

Be true to yourself and rely on core values.

At the center of every great culture are established core values. A core value is a fundamental truth a person or organization holds to be true. A lot of organizations have defined five, one-word core values and put them on a website or wall, but values don’t guide its people or the organization in the least.

“It’s clear to me that our collective success in 2018 was as much a result of remaining true to ourselves and our values as it was of our business strategy and customer focus,” Gelsinger said in a recent blog post on LinkedIn. “We succeed because of our values, not in spite of them.”

Don’t take shortcuts. Define your core values and ensure you remain true to them. The best way to do so is to hire and fire based on your values and put them at the center of what you reward, recognize and talk about them on an ongoing basis. 

Prioritize what’s truly important.

Gelsinger runs a publically traded company with over 20,000 employees. Needless to say, he has plenty to do and not a lot of time to do it. Instead of allowing one of his professional priority to run his life, he sets an example for his team at VMware. 

He wrote, “Wisdom is learning the lessons you thought you already knew. That day [I missed my grandchild’s birth], I made a pledge to myself to keep relentlessly vigilant about prioritizing what’s truly important to me. Don’t get me wrong; I put everything I have into my work at VMware. But I also believe we can all do our best when we bring our whole selves to work.”

For a long time, I thought my team should be working as hard if not harder than me. I would even silently judge them for leaving early or coming in late. Now I understand each person gets energy from different places and their priorities in life don’t have to be the exact same as me. Gelsinger is right, we need everyone on the team to put everything they have into work while they are working. But once they leave work or they turn to a different priority in their life, they need to be present and be where their feet are.  

As a leader, you set an example for your people. Work relentlessly and with maximum effort but don’t forget about your family, health, and faith as well. The better you are at prioritizing what’s important, the better your people will be.

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About the Author John Eades is the CEO of LearnLoft, a leadership development company which exists to turn professionals into leaders and create healthier places to work. John was named one of LinkedIn’s 2017 Top Voices in Management & Workplace and was awarded the 2017 Readership Award by Training Industry.com. John is also the author the upcoming book Building the Best: 8 Proven Leadership Principles to Elevate Others to Successand host of the “Follow My Lead” Podcast, a show that transfers stories and best practices from today’s leaders to the leaders of tomorrow. You follow him on Instagram @johngeades.

Why Caring About Your Employees Doesn’t Hurt Profitability

When Jason Lippert became CEO in 2003, Lippert Components (LCI) a manufacturing company was assumed to have peaked while hovering at $100 million in sales.

With many companies outsourcing shipping overseas, the manufacturing market in America was not the place to be in the early 2000’s. Despite this, Lippert’s motivation to achieve did not waiver. He envisioned a different kind of company, one that blew past $100 million in revenue.

In the years to come, the growth of LCI aligned with Lippert’s vision. Through hard work, dedication, and strategic acquisitions the business grew 20 percent year over year amassing over $800 million in revenue by 2013. In spite of the success, Lippert felt like something was missing.

Around this time, he was emailed a TEDx talk, by Bob Chapman called “Truly Human Leadership.” This 20 minute video ended up being his moment of clarity. Lippert knew there was more to his career and company than making parts, being profitable, and growing for the sake of growing. LCI had lost sight of how important it is to positively impact the lives of their employees. The decision was made. Lippert could no longer manage the business based on results.

It is often thought that accelerated business growth and the development of employees are difficult to achieve simultaneously. Lippert and the team at LCI have disproven this in a big way. 6 years later the business has gone from $800 million in revenue to over $2.4 billion all while making a commitment to people that is unprecedented. This success of Lippert is a testament that profitability is not hindered by investing in your people. Do you need proof? Here are three reasons why:

There is no reason you should not be great to your people.

It should not surprise you to hear a business leader say, “We care about our people.” But, do they know how to translate these words into action? According to Monster, 72% of employees don’t think management cares about their career growth. Lippert has learned firsthand the importance of showing versus telling your people you care about them.

To truly be great to the people you lead, it is imperative that you make dedicated time to listen to them instead of talk. Each and every day, take notes on what your people are saying. Pairing these original thoughts of your employees with actionable items to implement throughout your organization is a tangible way to prove you value them.

Talent is attracted to companies who care.

In today’s competitive market, the responsibility falls on business leaders to attract the best talent. According to the Labor Department, unemployment has hit 3.9 percent reaching an all-time low. This means potential employees have the upperhand. Companies have to go above and beyond to demonstrate and communicate that their culture cares about people over profit.

To attract new talent and retain your current employees, core values need to be defined and brought to life. Reward, recognize, and articulate these ideas at all times. While a company can display these core values on their walls, what really makes an organization stand out is the manifestation. Talented people are not attracted to empty words, but rather the exercising of them.

The more you pour into your people, the better your results become.

When asked on the Follow My Lead Podcast about the best investment Lippert has made in the past two years, his answer was shocking. “Developing our 800 front line managers into leaders. These people directly pour an example of leadership into our 11,000 employees.” By evolving these leaders, Lippert was directly enabling people to model leadership by serving and empower others. This translated into a more engaged workforce which then created better results.

One of the best ways you can pour into your team members is by providing learning and development opportunities. Skookum, an award-winning digital strategy, design, and development firm in Charlotte, NC, provides their employees with $1,000 per year for learning and development needs. This is on top of already established internal programs. Invest in your people, offer leadership development programs and help them to build the skills to move themselves and the business forward..

For decades, companies have focused on managing their business based on results. Lippert and LCI provide a great example of why you should think about doing things differently.

A version of this article originally appeared on Inc.com

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About the Author John Eades is the CEO of LearnLoft, a full-service organizational health company which exists to turn managers into leaders and create healthier places to work. John was named one of LinkedIn’s 2017 Top Voices in Management & Workplace and was awarded the 2017 Readership Award by Training Industry.com. John is also the host of the “Follow My Lead” Podcast, a show that transfers stories and best practices from today’s leaders to the leaders of tomorrow. He is also the author of FML: Standing Out and Being a Leader and the upcoming book “The Welder Leader.” You follow him on instagram @johngeades.

A Simple Idea to Make Your Hierarchical Organization Work Much Better

The vast majority of companies are set up as hierarchical organizations.  While there is nothing inherently wrong with this structure, we have started to see a shift towards a more ‘network’ oriented approach.

While the approaches are vastly different before your organization makes a massive shift, there is something that could make your hierarchical organization work better and more effectively.

Interested in learning more about how we help organizations do this by clicking here.

About the Author John Eades is one of LinkedIn’s 2017 Top Voices in Management & Workplace. He is the CEO of LearnLoft, host of the Follow My Lead Podcast and author of F.M.L. Standing Out & Being a Leader. He has set aside 20 speaking opportunities in 2018 and there are only a few spots remaining, learn more here.

You can follow him on LinkedIn and Instagram.