Do you add value to your people, employees, or team members? Or do you manipulate them?
Let’s look at both: adding value to employees, versus manipulating them for your advantage. Both start with attitude. Our attitude determines whether we will succeed or fail. The attitude of a leader, especially within the workplace or the organization, is contagious. It will send either a negative or positive message to employees. Your employees will react either way. Your actions speak louder than words.
Everything starts within the mind. Your thoughts, emotions, and beliefs, which form your attitude, are displayed in front of people. If you think people are lazy, always looking for a handout, and should be grateful for just having a job, your attitude may be clouding up a possibly good environment. In this case, your attempts to motivate your people and add value to them will be null and void.
To quote Les Giblin: “You cannot make the other fellow feel important in your presence if you secretly feel that he is a nobody.” This is a great lesson. Just think about that when you find it difficult to acknowledge people or find it difficult to trust and believe in them. You can’t motivate or trick them into believing you have their best interests at heart. People are not fooled by hypocritical behavior. Therefore, when the opportunity presents itself, they will leave the company, organization, or directorate. People leave people, not organizations.
A leader who shows that he genuinely wants to add value to his people is valuable to the company and its culture. So try to see your employees in a positive light. In the morning, when I first see my team, I smile. Then I say, “Good Morning! Glad to see you.” It is genuine and from the heart. Try to create a pleasant atmosphere before starting your day.
So, how do you add value?
When I was leading hundreds of soldiers or employees, doing small things that were memorable to the people I led went a long way. I remembered their birthdays, kids’ names, hobbies, or something personal and unique to them.
To quote John Maxwell, people don’t care how much you know, they care about how much you care about them.
When you value people, you look out for their interests, you empower them, and you help them to grow both personally and professionally. Sydney J. Harris says, “People want to be appreciated, not impressed.” First and foremost, adding value to people means valuing people. I wish my leaders had learned this lesson. I would be telling you about memorable experiences instead of anguishing ones.
Remember, people do as people see!
Derrick Darden ,PhD
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