Whether you’re the CEO of a large corporation, the leader of a small group of independent contractors, or anywhere in between, the ability to attract good people and keep them is paramount. I have had the great honor and pleasure of working with a cast of very talented people over a long period of time. This creates not only synergy, but also a deep sense of trust. This trust leads to my team being very willing to risk together with our ideas and energy. What has led to this? How can you do this?
Looking for the Natural Flow
Take the time to recognize what people are already good at, and incorporate this into their responsibilities. Even as part of attracting new people, take the time to highlight that you are:
- looking to work with people who already have strengths
- Interested in working with their strengths
- Interested in building on those strengths
This one variable has been a game changer for me and my organizations. Instead of dictating what people should do, I ask them directly or indirectly, “What are you best at?” The conversation begins, continues and they feel empowered to take action. This builds confidence, and a natural byproduct is that individual feels confident in reaching out into new areas.
Co-Creating Frameworks of Thinking, Working, Living
Once you attract and empower people with their existing strengths, the quality of how we engage others becomes a critical aspect which impacts the ongoing experience of all people. Here is what has elevated my organizations and my own self.
Co-creating with others who are excited and empowered creates a level of synergy which inspires. To start this process, we need to co-think. There are many ways to do this. Here are some essential strategies I have used.
- Begin any meeting with open ended questions, not linear ones, and not statements.
- Create agendas together by thinking as a group and being open to multiple perspectives.
- Use the IPJ format for brainstorming. An IPJ, intellectual purpose jam, is something I use in conjunction with brainstorming. An IPJ has no set objectives. It might have a set time limit, and this openness leads to ideas that otherwise would not have been conceived within traditional situations.
Co-working can be described in many ways. What has worked for me is working in a combination of:
- Solo work
- Small team work
- Large team work
I suggest rotating between these settings. This changes the physical and mental aspects of our day, and change is needed for stimulation. Simple and profound.
No need to move in with your co-workers… hahahaa…. I mean this figuratively. The key is leaving enough space in workspaces for “living” to occur naturally. Here are some examples which have worked for me and my teams of colleagues.
- Have some meetings outside of typical office spaces.
- Change what is available for food and beverages during meetings.
- Offer brief group experiences that are related to health and wellness.
- Offer the idea of working from home when appropriate.
- Offer the idea of ignoring the 5 day work week, and getting one’s work done in a shorter time frame, with more time with their family.
These types of ideas are entirely new, and yet are not the norm… yet. As a society we are beginning to understand that it’s not just “work hard”, but “work smart”, or better yet:
- Relevant working
- Relevant learning
- Relevant living
Think on that and take action in some way, even a small way… every day.
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