Sure this book is about Starbucks, but it’s much bigger than that.  Michelli shows why Starbucks has become the coffee bean superpower of the world.  And it has nothing to do with the beans.  I guess that’s not entirely true, but their success is built much more around who is serving rather than what is being served.

I will admit, I have invested my fair share in the Starbucks brand but I never gave a thought as to what goes on behind the grinder, so to speak.  Michelli explores 5 Principles that give Starbucks the advantage over their competition and I for one, will pay much more attention to what is going on behind the counter next time I visit my local Starbucks.

Definitely a great look at what has made Starbucks so successful, but at the same time, the bar has been set very high for them to continue to live up to their reputation.

In this, the second of three posts, I will recap Michelli’s exploration of Principle 2 – Love To Be Loved and Principle 3 – Reach For Common Ground

PRINCIPLE 2 – LOVE TO BE LOVED

In a word, this section is about trust.  Both trust of the product and the service and more importantly, consistency in delivering them.  It’s not surprising that there is more content about the people than the product in this book.  That is where the trust is built.

Think about when you have purchased a product that you believed in but received less than stellar service.  You might stick with the product, but if your are like me, you will look elsewhere to get it.

“If you select people with genuine talent for serving others, give them opportunities to become more knowledgeable and passionate about your products, and insist upon product and consumer experience excellence, you are well on the way to gaining the pride and passion of customers.”

While in construction, I often chose service over cost because at the end of the day, I needed someone that would deliver WHEN they say they would and make me feel like I was their most important client.  I realize I probably wasn’t, but that doesn’t mean you can’t be treated like you are.  Truth be told, I was pretty loyal to those vendors.  Hmmmm!

PRINCIPLE 3 – REACH FOR COMMON GROUND

A deep look into the Starbucks way of connecting with their customers, explains much about the forward motion of the organization.  It’s one thing to communicate with your customer, but are you really connecting?  And I’m not just talking about words.

Starbucks looks at ALL aspects of the environment, the architecture of the store, the neighborhood, the customer base, and the competition.  These all factor into the experience that we have when we enter a Starbucks.

“The goal of leadership is to create the right environment for human connection to occur and to help staff members manage the inevitable issues that surface.”

There is certainly risk when you bring the human condition into the business model, but then again, if you want to be the best at what you do, you better be willing to risk something to get there.

I don’t want to feel invisible!

This is probably my favorite quote from this section of the book; “The number one request or desire of every human around the world is to be seen and heard.”  (Tweet This)

TODAY’S QUESTION:  How effectively have you sought partnerships while building your business and have you positioned yourself to provide services or products that are relevant to your market?

Click here to read Part 1

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The post Leading The Starbucks Way – Part 2; Connecting With Trust appeared first on BUILDING WHAT MATTERS.COM.

Sure this book is about Starbucks, but it’s much bigger than that.  Michelli shows why Starbucks has become the coffee bean superpower of the world.  And it has nothing to do with the beans.  I guess that’s not entirely true, but their success is built much more around who is serving rather than what is being served.

I will admit, I have invested my fair share in the Starbucks brand but I never gave a thought as to what goes on behind the grinder, so to speak.  Michelli explores 5 Principles that give Starbucks the advantage over their competition and I for one, will pay much more attention to what is going on behind the counter next time I visit my local Starbucks.

Definitely a great look at what has made Starbucks so successful, but at the same time, the bar has been set very high for them to continue to live up to their reputation.

In this, the first of three posts, I will recap Michelli’s exploration of “The Starbucks Connection” and Principle 1 – Savor and Elevate.

THE STARBUCKS CONNECTION

The story starts with Howard Schultz stepping back into the role of Chief Executive Officer in 2008.  Schultz introduced his “Transformation Agenda” establishing a forward-looking vision that enhanced the companies established mission.  Michelli shares that:

“While the Starbuck mission was “to inspire and nurture the human spirit – one person, and one cup and one neighborhood at a time,” the transformation vision set an energizing and rallying objective, “to become an enduring, great company with one of the most recognized and respected brands in the world, known for inspiring and nurturing the human spirit.”

Whether you are a fan of the coffee or not, I guarantee you will look at the organization differently after giving this book a look.  The investment that Starbuck makes in their people is impressive.  Their commitment is to not only continually improve the product but the way they connect with the customer.  It’s not too hard to figure out why your local Starbucks is always full.

PRINCIPLE 1 – SAVOR AND ELEVATE

There are many great quotes about the Starbucks philosophy throughout, but the message is consistent.  Connect with your customer and create an experience that will be remembered long after that last sip from the cup.

This is done by being passionate about your product and the service provided to deliver it and do it in a way that inspires the customer to share the same passion.  Here is a great quote that represents the Starbucks culture:

“We take the ordinary … and give it new life, believing that what we create has the potential to touch others’ lives because it touched ours.”

It is clear that Starbucks culture is built around both the customer and the product and it’s hard to tell which is top on the priority list but one thing is clear, they are completely committed to make both the best.

This is probably my favorite quote from this section of the book; “all business settings are a stage from which all experiences emerge.”  (Tweet This)  What if we all looked at our business that way?  People are going to pay for your service or your product or both.  The real question becomes, will they enjoy it?  The answer to that will determine whether or not they come back.

TODAY’S QUESTION:  Your brand is really a representation of who you.  What are you doing to use that brand to create an experience that will get your customer or client to share in your passion?

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Barry Smith  4/10/14   photo courtesy of amazon   © Building What Matters 2014

The post Leading The Starbucks Way – Part 1; Savor And Elevate appeared first on BUILDING WHAT MATTERS.COM.

Sinek, the author of Start With Why, provides a deep look into what creates the most effective teams and more importantly, what keeps them working together, even during the most difficult of times.

This is one of those books that will take you a little bit longer to read because so many thoughts require you to take another look, just to make sure you understood the power behind them.  A phenomenal effort by Sinek, Leaders Eat Last not only looks at the dynamic of the team but of the individuals that make up that team.

What really sets this book apart is Sinek’s unique look at why some people make good leaders and others don’t and the “why” behind the results they get.  In this post, the third of four, I will attempt to capture the basic thoughts of the eight parts of the book.

PART 5: THE ABSTRACT CHALLENGE

ABSTRACTION KILLS – Interesting how much our behavior changes when we are not directly connected to the outcome.  Sinek provides an interesting look at how what can happen when we simply follow orders or instructions and disconnect from the results of our actions when we don’t actually “see” the outcome of them.

MODERN ABSTRACTION – A great discussion on the impact of what happens when a employer or leader becomes more concerned about the numbers than the people.  Caring about your people will produce the numbers.  Never forget that!

MANAGING THE ABSTRACTION – A great quote from this chapter “We like to actually be around people who are like us.  It makes us feel like we belong.”  As good as the virtual world is becoming, it will never replace sharing the same physical space with like-minded individuals.

IMBALANCE – Simple but powerful thought here.  No matter how good something may be, or appear to be, it still needs to remain in balance with everything else. Too much abundance can be a damaging as not enough – maybe even worse!

PART 6: DESTRUCTIVE ABUNDANCE

LEADERSHIP LESSON 1 – So Goes The Culture, So Goes The Company – Culture trumps everything.  A leader must provide focus and intentionally keep the culture of the company as a priority.  Sinek quotes a former Goldman Sachs employee who described the company as “an environement with no trust, no mutual respect, and above all, no accountability when things went wrong.”

LEADERSHIP LESSON 2 – So Goes The Leader, So Goes The Culture – Some great thoughts here about leaders that empower their people.  Your people will act as you do and treat others as they are treated.

LEADERSHIP LESSON 3 – Integrity Matters – A great piece of wisdom here with this one, “Integrity is not about being honest when we agree with each other; it is also about being honest when we disagree, or even more important, when we make mistakes or missteps.”

LEADERSHIP LESSON 4 – Friends Matter – Sinek suggests that cooperation doesn’t mean agreement, it means working together to advance the greater good, to serve those who rely on our protection, not to rack up wins to serve our team or ourselves.  We need friendly relationships and need to keep our agenda separate in order to work cooperatively. (Tweet This)

LEADERSHIP LESSON 5 – Lead The People, Not The Numbers – A great observation made here by Sinek, “When a leader has the humility to distribute power across the organization, the strength of the company becomes less dependent on one person and is thus better able to survive.”  Building up your people and making sure that they have a path to success is leadership, not the bottom line.  Lead well, and the bottom line will take care of itself.

HOLDING YOUR PEOPLE ACCOUNTABLE

My favorite take from this section of the book comes from Sinek’s summary of Captain David Marquet’s Turn the Ship Around.  He says this, “It is a leader’s job instead to take responsibility for the success of each member of his crew.  It is the leader’s job to ensure that they are all well trained and feel confident to perform their duties.   To give them responsibility and hold them accountable to advance the mission.”

Read that again and just think about it for a minute.  Does that describe your leadership style?  How about the person that is leading you?

• Click here to read part 1
• Click here to read part 2

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Barry Smith  3/20/14   photo courtesy of amazon   © Building What Matters 2014

The post Leaders Eat Last – Part 3; Culture Trumps Everything appeared first on BUILDING WHAT MATTERS.COM.

Stephanie works as a Food and Beverage Supervisor at the World Marriott in Orlando, Florida.  Hmm?  22 years old and a food and beverage supervisor already.  Isn’t that interesting!

Through a connection with one of the chef’s at the World Marriott, we were able to set up a private catered dinner for myself and the event coordinator of the John Maxwell Team.  The John Maxwell Team holds two large events there every year and we were excited at the opportunity to get a look “backstage” with food services.

The service we have received during our visits to the World Marriott has been nothing short of phenomenal, and after our peek at what goes on behind the scenes, it’s easy to understand why.  I won’t pretend to understand what it takes to run a kitchen of this size, but what we saw appeared to be a well-oiled machine, running full throttle, and without a miss.

A big part of the experience was our private server, Stephanie.  Just like with Ben in Las Vegas, I was intrigued by her attitude, professionalism, and self-confidence.  All characteristics I only occasionally see in adults twice her age.  A few of her comments really made me think …

“If you want another course, we will throw it in.”

Logic would suggest that the objective was to take care of a significant client, but the delivery was sincere.  Right from the beginning Stephanie made us feel like the only people in the building.

This was something I have never experienced before.  A specially constructed room built in the middle of the kitchen so we could see everything going on around us but from within an environment built exclusively for a fine dining experience.  I think it’s fair to say that Stephanie really wanted us to enjoy the experience and her commitment to making that so, was authentic and intentional.

“Oh my gosh, I’m so sorry!”

Just as in everything we do, things don’t always go as planned.  Upon a minor mishap, exclusive to our private venue, Stephanie immediately apologized, owned it and, most importantly diffused a situation that could have disrupted the entire evening.

In our opinion, it was no big deal, but it certainly could have changed the emotional state and attitude of any person providing service.  I find it interesting how difficult it is sometimes to own our actions and simply say “I’m sorry.”

“I can talk through a brick wall.” (Tweet This)

What a great statement.  My takeaway from this comment … how long could you speak “intelligently” about your profession?  How about in a random conversation with clients or colleagues?  Stephanie spent the entire time in the room with us that night and we spent a lot of time talking about all sorts of topics.  I don’t remember any that went beyond her ability to add value to the conversation.

I am still amazed at the competence and confidence of someone her age and her ability to control the atmosphere of the room.  I suppose you could say that education had it’s benefits.

“I don’t think I have ever said no.”

This was my favorite.  We had been giving her a hard because everything was so amazing and it sort of became a challenge to see if they could actually deliver on “anything” we wanted.  So naturally, a person of my intellect, came up with a great challenge.  “Fresh chocolate chip cookies and vanilla gelato.”  No way they could bust that out.  Wrong!  “No” was not an option.

As I custom desert request arrive, I asked her what they do when they get a request for something they can’t make happen.  Her response, “I don’t think I have ever said no.”  I guess that pretty much sums up the evening!

Do You Want To Be The Best?

It will be a meal I never forget, but something tells me that Stephanie does the same for other people everyday.  I will not soon forget the attitude and effort that went into that dining experience and the real point of the story is that if you want to be the best, you need to act like it – and not just when you have to, but when you don’t.  That’s what will set you apart from the rest.

Like Ben, Stephanie has big aspirations for her career.  She eventually would like to end up in the California wine valley as a wine sommelier.  I know she will make it and she just might be the youngest female to ever become one.  I won’t be betting against her anytime soon.

THE QUESTION:  Are you serving people in a way that represents your best?

THE CHALLENGE:  Do something today that will take your quality of service to the next level.

Read part one by clicking here

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Barry Smith  3/17/14   photo courtesy of amazon   © Building What Matters 2014

The post Raising The Bar For Generation Y- Part 2 appeared first on BUILDING WHAT MATTERS.COM.

Sinek, the author of Start With Why, provides a deep look into what creates the most effective teams and more importantly, what keeps them working together, even during the most difficult of times.

This is one of those books that will take you a little bit longer to read because so many thoughts require you to take another look, just to make sure you understood the power behind them.  A phenomenal effort by Sinek, Leaders Eat Last not only looks at the dynamic of the team but of the individuals that make up that team.

What really sets this book apart is Sinek’s unique look at why some people make good leaders and others don’t and the “why” behind the results they get.  In this post, the first of four, I will attempt to capture the basic thoughts of the eight parts of the book.

PART 1:  OUR NEED TO FEEL SAFE

PROTECTION FROM ABOVE – Sinek starts out the book telling the story of pilot Johnny Bravo and about his courageous actions from the battlefield.  When asked why he risked his own life to protect the lives of his fellow soldiers, he simply responded “Because they would have done it for me.”  Are you willing to do for others what you would expect them to do for you?

EMPLOYEES ARE PEOPLE TOO – The second chapter is built around this great thought from Sinek: “The leaders of great organizations do not see people as a commodity to be managed to help grow the money.  They see the money as the commodity to be managed to help grow the people.”  Imagine that … focusing on people before profits. Isn’t that interesting?

BELONGING – Sinek introduces the concept of a “Circle Of Safety.”  We all want to belong to something and when a culture is created that not only provides the opportunity to be part of it, but also provides security and stability, then engagement, fulfillment and productivity go up as well.

YEAH, BUT … – This is a great chapter.  Sinek explores the idea that it is not extra work and long hours that stress people out, but rather the loss of control.  When we are able to control our environment, we are much more inclined to remain engaged and loyal to our team.

PART 2:  POWERFUL FORCES

WHEN ENOUGH WAS ENOUGH – If you are reading this, you probably already have more than enough.  In other words, your basic needs have been met and you are living more abundantly than most of the people on this planet.  Sinek begins to take a look at the physiological reasons that influence our thoughts and actions.

E.D.S.O. – Chapter 6 provides a clear picture of the four primary chemical incentives in our bodies and what happens when these chemicals are released.

• Endorphins – This chemical masks physical pain.  This is what makes you feel good after strenuous physical activity.
• Dopamine – This is the chemical that makes us feel satisfied, a sense of achievement or accomplishment.
• Sarotonin – This chemical provides a feeling of pride, respect or value.  This builds our self-esteem.
• Oxytocin – This is what enables us to form friendships, feel love, and build deep trust.

Sinek does a masterful job describing how all of these play into our role as a leader.

THE BIG C – No, not that one.  Cortisol is responsible for the stress and anxiety that we feel when something goes bump in the night.  It is our bodies way of telling us that something is not right.  The problem is that although it is a defense mechanism, it also puts strain on our body.  Using it to our advantage is the challenge.

WHY WE HAVE LEADERS – In order to function as a productive team, organization, or community, someone has to make the first move.  Someone has to lead.  Someone has to set a course in a new direction or we will simply exist where we are.  Someone has to make the first sacrifice so others can follow.

I know we are early in the year, but I have a pretty strong feeling that Leaders Eat Last will be one of my top books for 2014.  I actually had to good fortune to meet Simon Sinek earlier this week and hear him speak from the stage.

I can tell you this much, Sinek is the real deal.  In a crowded hotel lobby, he gave me his undivided attention and made me feel like the only one in the room.  He practices what he preaches and is consistent with his message.

Pulling from his highly viewed TEDTalk video, “People don’t buy into what you do, they buy into why you do it,”  (Tweet This / Post to LinkedIn) Leaders Eat Last will fill you in on the “why” that leaders use to lead.

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Barry Smith  3/6/14   photo courtesy of amazon   © Building What Matters 2014

The post Leaders Eat Last – Part 1; The Forces That Keep Us Safe appeared first on BUILDING WHAT MATTERS.COM.

At the same time, the lack of competition may represent true teamwork.  OK, great, now what do I do?  Compete or lay down and roll over?  I never said give up.  There is a big difference between “not competing” and  “throwing in the towel.”

I am currently with about 600 of my John Maxwell Team colleagues who will be focused on learning better and smarter ways to add value to each other this weekend.  One of the most impressive things about this team is that there is relatively no competition within the team.

Almost 3,000 worldwide, this team works to support each other.  Not only on an individual basis, but in our business building as well.  Individual success stories are often shared, but they are shared with the intent to teaching others how to do the same.  There are no trophies awarded or recognition for being “more successful” than the other members of the team.  That’s what makes this team different.

I have never been involved with a team of so many givers and in almost every case there is no expectation of anything in return.  We support and encourage each other and help in every way possible to take our teammates to the next level of success.

I find it interesting in such a competitive world that there is relatively little focus on competition or why the “Maxwell Philosophy” may be a better choice for coaching, training and speaking business opportunities.  The mindset is not an “either or” but a “in addition to.”

We have access to the resources created under the brand of the top “leadership guru” in the world and bring the most current thoughts in leadership development to the market place.  An international team of mentors, all in the top of their respective fields pour into us on a daily basis with the push to be the best we can be in whatever we do.

The idea of competition suggests a winner and a loser.  The Maxwell philosophy is about everyone winning.  By Monday night, there will be over 400 newly certified team members to head back into the world to add value to everyone they serve.

So is competition the catalyst to success?  Maybe yes and maybe no.  I believe that it depends on how you are defining success.  If success is beating out your competitor and gaining a contract, I suppose it could be said that competition was the drive that got you there.

If on the other hand, success is achieving the opportunity to add value and serve your client to help them reach their potential, than it’s not really about what you get, but what you give.  This is the true definition of servant leadership.  Servant leadership is part of the Maxwell philosophy and serving does not require competition, it required dedication and commitment.

So I have a question that should make you think a little harder than most of my questions but I think it’s an important one.  I have written many times that the better the question asked, the better the answer received.  So I would like to challenge you to ask a better question.

Instead of thinking about who you are competing against, consider what you are competing for.  Vince Lombardi said “It’s not whether you win or lose, it’s how you play the game.”  I believe competition is not about who wins and who loses, it’s about what is gained in the process.  So what are you competing for?

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Barry Smith    8/9/13   photo by author   © Building What Matters 2013

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What I would like to focus on in this post is a little more specific.  What happens when you work with someone who doesn’t love what they do?  And even more to the point, the person who makes it clear that they don’t even enjoy sharing your work space with you.

I am a firm believer that attitudes are contagious and that there is a lot of truth to the idea that it only takes one apple to spoil the entire box.

“Happy employees are more for quality and outcome. They create an atmosphere that reduces conflict and turnover, which makes customers satisfied and happy.”  –  Abe Bakhsheshy, Director of Customer Service, University of Utah Hospital

I have posted several times on the concept of how our environment impacts our world. I suggest that company morale is no different.  So there are two sides of the coin here – one, you can have a strong enough environment that will squeeze out that bad apple or two, that bad apple will ruin the entire box.

Now I often preach that you should not show up with a problem without a solution.  So here it is … if you can’t save the rest of the box, you better eliminate the rotten apple before they all go bad.

I know that sounds a little harsh, but sometimes there is simply no saving the apple. That being said, there are many times when you can.  I know this is pretty simplistic, but think about the “rotten” apples you have seen in your life.  Some are only bad in one area and even though we could cut the bad part out and save most of it, we (at least some of us – my wife is the master of saving every last bit of any fruit or vegetable for the juicer) throw the whole thing away.

So can it be saved?  That’s the question that has to be asked.  Sometimes all you need to do is remove a little bit and the rest of the box is saved.  The challenge is how much has to be removed to get rid of the bad part and will there be enough left to make it worth keeping.

OK, enough about apples.  The bottom line is that it only takes a little bit of negativity to bring down the whole team and someone has to decide when the overall morale of the organization is being impacted by the actions of one or a few people.

There is a lot to be said about chemistry and the working dynamic of any group of people.  I mentioned earlier that I believe that attitudes are contagious.  This works both ways.  I have often been accused (and rightfully so) of seeing the good in someone as a reason to overlook some of the bad.  Sometimes the negative is simply too much to overcome.

I believe that any team holds the power to influence their environment and can steer negativity in a more positive direction.  The one thing that has to be present for this to work is the willingness for the negative person to change.  A team is as strong as it’s weakest link – right?

Well, the fact is that no matter how strong your chain is, there will always be a “weakest link.”  Your job as a member of that team is to keep your link strong and you do this by maintaining a good attitude and doing your part to keep morale high.

My encouragement to you today is to identify that weak link, if you don’t already know what it is, and rather that try and replace it, figure our how to make it stronger.

Very rarely does the entire chain get replace so your team will only be as strong as you collectively make it.  I guess I do have a question … “How strong is your chain?”
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Barry Smith    7/22/13   photo by author   © Building What Matters 2013

The post Company Morale – Every Chain Has A Weak Link. appeared first on BUILDING WHAT MATTERS.COM.

I think that teamwork is successful when the team’s vision and goals are in alignment.  My son Spencer and I have a few days left on our marathon camping trip throughout the upper western part of the United States and each night we stay at a KOA (Kampground Of America).

One we stayed at in Wyoming only had about twenty sites occupied and it appeared that there were just a few people running the operation.  Others like at Mt. Rushmore and our location as I write this in West Yellowstone, are much larger and require a much larger staff to keep things running smoothly.

I have to give KOA credit.  Each location, although vastly different from each other in age and amenities, has been run very smoothly.  I believe this is because the “teams” share a common interest … customer service.

My son and I work as a team as well.  He cooks and I clean (this way I can eat good food) and we each take on different duties in unloading, setting up, breaking down and loading back up at each location.  We both work from our strengths and have the common goal to enjoy our time together camping.

I was listening to an interview of a professional baseball player on the radio recently and found it very interesting when he said; “the best team I ever played on was made up of guys who didn’t do anything with each other outside of the game and really didn’t even like each other.  So why were they successful?  They were all after a common goal – to win.

I really had to think about that for a while, but I get it.  To be a team, you don’t need to be friends.  You don’t probably even need to be friendly, but you do need to be working collectively toward the same goals.

I think you would agree that we are all part of some type of team.  And chances are, that you don’t really care for someone on your team.  But ask yourself this; “Is that person making the team better or worse?  If the answer is better, then maybe it’s worth investing a little bit of yourself in that person and building the relationship.

Yes, teams that do not get along can succeed.   But wouldn’t be a whole lot better if you had fun doing it!

So does teamwork make the dream work?  Only you can answer that based on the team(s) you are part of.  Maybe you need to ask yourself if you are making the team better or not.

I think I have a new perspective on teamwork now.  So I have a really interesting question for you today.  “What have you done to make the other people on your team successful?” 

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The post Teamwork Makes The Dream Work – Or Does It? appeared first on BUILDING WHAT MATTERS.COM.

His third book, The Mentor Leader, unlocks the concept of leadership much more than Quiet Strength or his second book, Uncommon, had done previously.  Make no mistake, they are all worth the read, but The Mentor Leader brings it all home.

The subtitle, secrets to building people and teams that win consistently. says it all. Mentor Leadership is about building people and when you do that, success is sure to follow.

I will break the book’s nine chapters into three posts.  The first will discuss the Mandate, Mind-set and Maturity of a mentor leader.  The second will cover the Marks, Moments and Model of a mentor leader and the final will address the Means, Methods and Measure or a mentor leader.

THE MANDATE OF A MENTOR LEADER

“Mentor Leaders understand that if we lose sight of people, we lose sight of the very purpose of leadership.”

• Mentor Leaders put people first.
• Mentor Leaders strive for significance in life.
• Mentor Leaders keep an eternal perspective.

John Maxwell recently said that ‘Once you get a taste of significance, you will never settle for success.”  Mentor Leaders understand this concept and base their leadership style on making a name for others and not themselves.

THE MIND-SET OF A MENTOR LEADER

“A well-cast vision is one that can be commonly shared by all members of the team.”

• The focus of a Mentor Leader is on the other person.
• Mentor Leaders maximize the present while envisioning the future.
• Mentor Leaders focus on Vision, Mission and Values.
• Mentor Leaders understand it’s all about serving.

The mind-set of a mentor leader is on the big picture.  Having clear vision on your mission will require a firm hold on your value system.  Strong values will empower a leader to creates strong people.  People are who make the difference.

THE MATURITY OF A MENTOR LEADER

“Your past has helped to set a course for what motivates, directs, and drives you, or what holds you back.”

• Mentor leaders deal with the past learning from the experiences.
• Mentor leaders forgive to allow freedom from the things that hold us back.
• Mentor Leaders motivate, prioritize and balance.
• Mentor Leaders focus on strengths

Mentor Leaders are not created overnight.  They understand where they are.  They understand how their previous decisions have impacted their current condition and they have a clear picture on where they want to go.  They are able to utilize all the resources they have and their life experiences to mentor others along the way.

No question today, but a challenge instead.  Find someone to mentor you and find someone you can mentor.  A life can be changed and it might just be yours!

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Barry Smith    7/3/13   photo by amazon   © Building What Matters 2013

The post The Mentor Leader – Part 1: Mandate, Mind-set and Maturity appeared first on BUILDING WHAT MATTERS.COM.

There are varying philosophies on the idea of friendship at work.  Some feel that there is no place for it in a professional environment and others thinks that everyone should be friends.

What do I think?  I think it depends on what you intend on doing with the friendship.  I will admit, I have been the instigator of the March Madness bracket at the office.  It’s not my fault they play the Thursday and Friday games during work hours.

The last few years, I got a little smarter, I talked the owner into filling out his bracket. Now if I could figure out how to have him win … never mind!

Filling out basketball brackets together will certainly build some comradery between co-workers but there is something much larger at play here.  We simply need friends at work.

Most people spend more time at work then they do at home.  What often happens is that the pressures and stress of our job get to us during the day and then we unload at home.  Bad plan!

I think if we had better relationships with our co-workers, we would be much better managers of the stressful stuff.  How do most people define a friend?  Someone I can talk to that will listen.  Someone I can depend on when I need them.  Someone who will help me out when I am in a jam.  Do these descriptions sound like someone you could use at work every once and a while?

Think about something else.  If you have been at you current job very long, the people you work with know you pretty well.  Do you think that might come in handy?

Here is what I think is important.  Building relationships at work is good.  Building friendships is even better.  The key is to know when it’s appropriate to be a friend or when it should be strictly business.

My advice to owners and managers; encourage the idea friendships in the workplace. This is a support staff for your people.  That being said, make the guidelines clear on what is acceptable and what is not and allow the employees to police themselves unless you see a major issue with time management.  Remember, happy employees are productive employees.

My advice to employees; do not abuse the latitude you have been given.  Your friendship time, whatever that may look like, should have a desired outcome to benefit the company.  Even if that benefit is simply your attitude adjustment.

My advice to everyone; you need people in your corner to support and encourage you. You also need to be that person every once and a while.  Whatever relationships you have at work, make respect and trust a big part of them.  Develop relationships to add value, not to gossip or exclude others.

“Treasure your relationships, not your possessions.”  –  Anthony J.  D’Angelo

I think D’Angelo is right.  I don’t think we can truly enjoy what we do if we don’t enjoy those that we do it with.  You might have the greatest job in the world, but if you don’t get to enjoy with anyone, how satisfied will you be?

Have you ever heard of someone turning down more money to go elsewhere because they liked where they were at?  Sure you have.  I will bet you the reason they stayed was because of the people they were working with.

So as you begin the next work day, consider this question; “If I could work with any group of people, who would they be?”  Just something to think about.

Oh and by the way, if you like working with someone … when was the last time you told them that?  … Thought so!  Might want to add that to your to-do list.

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Barry Smith www.buildingwhatmatters.com 4/21/13 photo by author

The post Friendship In The Workplace – It’s More Than Just Having Fun! appeared first on BUILDING WHAT MATTERS.COM.