Interpersonal Business

We have all grappled with our own expectations relating peak performance for ourselves and others, but we can only hold others to a level of performance consistent with our own in order to sustain credibility. This said, as managers we can never completely understand or assimilate peak performance until it has become fully exhibited, comprehended, and established. We can’t always sustain a standard of peak performance from all of those with whom we come in professional contact. We can expect a commitment to progress in each and every professional relationship we maintain, including the professional relationship we have with ourselves.

Managers must be sensitive to the shared dynamics found with staff members during challenging economic times. We are not an island and likely the same concerns and impact of adversity touches all members of our team. We must think globally rather than from an isolated perspective. Meet with team members both as a group and individually if for no other reason but to be candid current dynamics, but more importantly to simply say “Thanks.” Small victories should be acknowledged and built upon for inspiration.

These are challenging times for American Business. Change is in the air; are we inspired or threatened by this prospect? More importantly, if we truly have bought in, do we really mean it? It is much more common to fight for ones comfort zones than to truly embrace change. Three questions come in to play for effective change. Is the inspiration behind this change consistent with the current evolution in the marketplace? Does this new objective inspire and renew you? Finally, and perhaps most significantly, is this a concept you can personally endorse and sell as if it were your own? These are the key elements of sound and productive change.

The role of the manager and the role of the company are not the same. It’s easy to get caught up in doing what you’ve always done, but it’s time to detach yourself from the day-to-day oppressions; you can’t “do all and be all.” Start by delegating the least productive aspects of what you do. Hold a meeting with your staff to formalize your “new” role within the company, and announce your new role, along with a list of new contact personnel, to those with whom you will now work less. Focus on what’s really important personally and professionally. No one should want this more than you.