The single, most important responsibility leaders have is to decide who will be part of their team, that is, to hire the right people for the right job. Think about your best employee, say Veronica, and about what makes her be the best. Now think what your business, your team and your quality of life would be if you had nothing but Veronicas in your team.
The second, most important responsibility leaders have is to provide that team with the right environment, one that builds strong, emotional connections between the individual and the brand’s values, mission and vision. This will then translate into positive customer experiences, which translates into repeat business and will ultimately grow profitability.
So if the formula for success is so simple (hire, retain and develop the right people), why is it so hard to execute?
Perhaps because the above assumes a strong leader to begin with. One that aims not for minor, incremental improvement but one who constantly sets the bar as high as where the best member of the team can reach it (which then becomes the standard for all the team). A leader who is constantly looking for and then developing the Veronicas out there.
Leadership is our ability to impact others to do things they did not know they were capable of doing. It means creating a mindset of “it can be done,” and moving away quickly from mediocrity. It moves moving out the bad apples that affect the group, and creating an environment that promotes growth.
It also means having the commitment to create a positive culture of appreciation. For every accountability process they have in place, strong people leaders also have reward and recognition practices that are just, if not more, intense.
So back to the question. If the formula for success is so simple, why is it so hard to execute?
A game-changing leader is one who does not shy away from making the tough calls. One who constantly defines reality and ensures everyone on the team knows exactly where they stand in the eyes of the organization, so they can become better (Check-ins). Change begins with awareness. And good leaders help others understand their strengths and their development opportunities.
Realism is the heart of execution. Unfortunately more times than not, we shy away from it or we “sugarcoat” performance. Only by defining the reality of the capabilities of everyone in our team, will we be able to put the right plans for the right people.
Winning requires that you define reality and make the tough calls. We are not leaders to win a popularity contest; we are leaders to remove barriers and lead others to success. Remember, you are not running for office, you are already elected.
Leaders are not those who reward solely on progress, but those that enable what needs to be done to achieve success.
And it all starts with whom we decide will be part of our team, and how we provide them with the environment that will motivate, engage and embrace their hearts and minds.
Jesus Romo is a Operations Executive with 10+ years of senior, cross-functional experience managing corporate and franchise restaurant and hospitality operations, reporting to CEO and Board. Adept at leading organizational change, providing thought leadership and driving executional excellence, with full P&L accountability of $100+ million and directing as many as 2,000 employees, including hiring and developing of Director-level reports.
He has successful track record of turning around under-performing brands and leading business expansion for multi-unit organizations, by developing high performing teams and running great operations that translate into sales and profit.
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