"Do not let what you cannot do interfere with what you can do." These words from the legendary college basketball coach John Wooden, speaks to the leader in all of us, particularly at this challenging time for our Country. Our national tragedy has shown that initiative and focus is alive and well in the United States, as we witness ordinary people responding unselfishly with focused intent. Prior to September 11th., many people complained of a creeping apathy regarding their work. Let's hope that we will find a renewed sense of purpose as we work towards getting our economy back on track.

The premise of this article is that individual leadership and initiative can be a prescription for revitalization. During the past few years, I have listened to numerous executives express a strong belief that the key to organizational success lies in the untapped talent of each employee. In the words of Napoleon Bonaparte, "The baton of a general is hidden in the backpack of every foot soldier."

Why is it that so many of us hesitate to take action that could produce success for ourselves and our companies. Developing an action oriented approach to our work is a powerful prescription for the "Monday morning blues." One of my clients proudly tells the story of an hourly employee in the Customer Service Department.

A customer called this person in a state of panic. The entire customer plant was shut down and a key component was needed before they could start up their system. With each passing hour, thousands of dollars were being lost. The customer service employee went through the prescribed channels to obtain the badly needed component. She was told that it was out of stock. Undeterred and fully appreciating the importance of the customer's need, she went into the cavernous warehouse and located the critical component. Then, using her own car, she drove to the airport and shipped the component to the customer.

This story is a powerful illustration that leadership is needed, not just on "mahogany row," but at every level and function.

Organizations have attempted repeatedly to encourage a more proactive attitude in employees through initiatives such as Total Quality Management and Team-Based Organizations. The reports from the executive suites is that expectations have not been met. The prescription for revitalization requires that executives set a high standard for themselves on the following:

• Communicate direction clearly and repeatedly, not once a year. Develop ways to determine that the message is understood. In my workshops and one-on-one coaching, the absence of direction is frequently cited as an obstacle to focused action by employees.

• Establish goals that stretch and motivate employees. Are employees are going home at 5:00 pm, while managers work well into the evening? This may be a sign that the "challenging work" is being retained by managers.

• Reward, don't punish, employees who find ways to work around bureaucracy and achieve success. If we want an entrepreneurial culture, select, promote and reward people who show initiative and take risks.

The revitalization, that corporate executives have longed for, is alive and well. The challenge is to unleash the latent motivation of employees by providing them the freedom to be their best.

Recommended Reading:
"Demand Better Results - And Get Them," by Robert H. Schaffer. This article offers helpful insights into revitalizing employees. The author addresses how managers can break through the barriers that keep their performance expectations too low. Harvard Business Review reprint (617) 783 -7555.

Copyright 2006, Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

TOP OF PAGE