On Leadership, Employee Morale and The Joy of Ketchup

The Joy of Ketchup

My father has always been a picky eater. He doesn’t like bold flavors at all, so we did not have the joy of trying different foods as kids. He liked things to be overcooked and unfortunately for us, that meant the rest of us had to eat our dinners that way too.

He would cook steaks so well that they were tough to chew. I didn’t know how good a steak could be because ours were tough and burned.

The Joy of Ketchup

Ketchup is a wonderful invention. It was created to enhance the flavor quality of certain foods, but wasn’t ever intended to be used with every item on your plate. But in our house, it was a necessity!

The only way to make some of Dad’s overcooked food palatable was to cover it with ketchup.

We put it on overcooked steak, mashed potatoes, and even the plain white rice he would cook! What was intended to be an enhancement to the dinner experience became a necessity in order to hide the underlying fact that the food was terrible.

The Ketchup of the Workplace

There once was a company called Lomo Ralé Inc. The culture was very fragmented at there:

  • Departments worked in silos
  • Management dictated decisions rather than collaborating with employees
  • The people were both over-worked and under-equipped
  • The environment was a stressful place for employees

As a result of these conditions, employees only gave the effort that they were required to give. There was no reason to give any extra effort. For most of the frontline employees at Lomo Ralé, the company seemed to drain the life out of them.

Then the CEO had read an expert’s book about what incentive awards could do to morale in the office. She gathered her executive team together and came up with a program that would allow the employees to take short breaks in order to to play games and also provide them with plaques and other awards for strong performance.

She was convinced that this would fix the morale issue.

Short Shelf Life

The program was implemented quickly and there was an immediate boost to energy level in the office. Employees smiled more and seemed to actually enjoy themselves. That feeling slowly faded over time because the games and awards didn’t change the underlying work conditions.

Employees still did not feel like the managers had their best interests in mind. Decisions were still dictated downward. The “steak” of the company was still overcooked. The “ketchup” that management had thrown on top was only a mask for what was really underneath.

Cooking a Better Steak

The situation at Lomo Ralé is an all-to-common occurrence.  Managers throw a bunch of “ketchup” on top of a burnt “steak” and wonder why the best people in the organization leave.

For sustained performance, leaders have to cook a better steak – they have to provide a better environment for their people.

Turning Around a Culture

As John Maxwell said, “Everything rises and falls on leadership.” It’s up to you to make the change for your people, no matter where you are in the organization.

Here are some tips for turning around the culture of your organization.

  1. Value your people. People don’t leave organizations, they leave companies because of people. Be the leader that they know you value them. Spend time with your people. Learn about their personal lives (within reason, of course). Stand up for them if they have a suggestion for an improved process. Be their champion and they will champion you. Nothing keeps a stressed group of people together better than people they know value them.
  2. Include your people in the change. Have discussionswith your people to find out what they would do to improve productivity and morale. Take the best of their ideas and do everything in your power to make them happen. Recognize them for their contributions. If they see that they can make a difference, they will want to continue making a difference.
  3. Develop your people. Not many people want to be stuck without hope of improving. Be a proponent of additional training, special projects, and other ways to help your people develop. Their improvement will only boost the team’s capabilities.

So how much ketchup have your employees been putting on what you have been serving up? Have you known that your cooking might be up to par? What can you do to change the recipe of your leadership so that people start loving what you serve? I would love to hear your thoughts!


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Rich Bishop

Rich Bishop is President of Bishop Coaching & Consulting Group
He takes a hands-on approach to your Development through Coaching & Training
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Leaders: Are You Serving Wine In The Office?

A while back the following question was asked by one of my team members who had resigned and I was trying to retain him:

“Are you serving wine in the office?”

He was a great performer with never-say-die attitude that used to inspire the entire team. His question certainly did make me think, but at that time I didn’t consider it to be an important one in the perspective of employee retention.

A Change of Perspective

Now I realize that he was simply asking some important questions:

  • Do you know what I need?
  • Whether organization can meet my needs?
  • What recommendations my manager is authorized to make?
  • What can be done by senior management & HR for a person without making exceptions?
  • What exceptions can be made for a performer like me?

My suggestion to the managers in my team has been to understand these questions and be prepared with the answers before discussing anything with the employee. Direct the employee to senior managers or HR guys to get answers for the questions you can’t answer or don’t have answers for.

Many of us make the common mistakes while negotiating with the people in order to retain them and we repeat the same mistakes again and again! Here are some of the common mistakes:

Common Mistakes in Trying to Retain Employees

Here are some of the common mistakes that leaders make when trying to retain employees:

Not ready with answers to above mentioned questions

Many managers (myself included!) have this instinct for contributing in a crisis situation without preparation. My recommendation is to understand the cause of the resignation first and then prepare well before trying to retain the employee.

Comparing the skill & performance with peers at the same (or even higher) level

Managers do this to boost the ego of the person and to highlight his/her importance. This might work sometimes that too with average performers but smarter guys always know about their real performance level and standing in a team.

At the end of it, manager loses respect in front of the team – I can tell you that such conversations travel at a higher speed than light and you can’t hide it!

Over-committing the role/designation/compensation

At times we become too passionate to retain the employee and tend to over commit. Sometimes managers are not even authorized to commit change of designation/compensation but still commit. It is dangerous, because quite often organizations don’t agree to making exceptions unless person is too critical or strategic for the larger organization.

It is a good practice to recommend a change of role. If there is one already which suits this person, go ahead and recommend.

If you don’t have a role for a true performer, try to create one. You’ll not only have a successful retention case but will also have a motivated employee.

Avoid assuring or recommending anything like designation/compensation change without having a prior approval. Otherwise employee would expect a change because you discussed it with him/her. I have faced situations where person took the resignation back and mentioned the reason as ‘promotion or salary change commitment made by my manager’ and senior management was in red as they had no clue about the promise made by manager.

This is very difficult situation to be in; and

  • If HR/management disagrees, manager loses credibility. Organization may lose two guys (employee & manager) in place of one
  • If HR/management agrees, this becomes a bigger problem for the organization as employee may quote in the public about ‘resignation as a successful tool’ to negotiate on promotion/compensation. Even the managers (including the successful one whose team member got promoted!) will quote this as an example in future
  • In any case, people will question the ‘fairness’ in the organization

Changing the reporting manager quickly

A lot of resignations happen due to ‘my manager does not understand/like me’ phenomenon. Changing the assignment (hence the manager) works well for retaining good guys, but if you make the change quickly you will face a bigger problem. Change in assignment is typically done by higher level of managers along with HR.

They shouldn’t commit a quick change and it should be done by taking the reporting manager in confidence about the proposed change. Well thought transition plan should come from the manager. Employee will be able to get the objective & importance of transition.

Offering the wrong role

Sometimes managers offer the roles to employees that are not meant for them. I might have an important & vacant role, and a performer who has just resigned. I play the role of a mathematician and a manager who likes the employee and hence I offer this position to him/her.

Mathematically, the position is filled and I feel proud to have managed a problem. And three months later, I crib about retaining a person who was not worth it!

By the way I was able to retain my guy at that time!

So what are some of the mistakes that you might have made in trying to retain a valuable employee? What are some of the successes you have had? I would love to hear your thoughts on best practices!


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Madan Mewari

Madan Mewari is the Global Head for Delivery and Operations of eDynamic LLC
He has lot of experience in building large & high performance teams
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Improve Your Team by Developing the HERO Inside You!

Be the Hero

Real heroes don’t really wear capes or have supernatural powers. In the real world, HERO’s are simply ordinary people who choose to respond to a set of circumstances in a way that inspires others. And it IS possible to develop the HERO inside you.

But before you can lead others, you must first learn to lead yourself.

That’s how you develop into a HERO.

The Hero Inside

There are battles inside you that go on every day, and those battles are the reason that you haven’t accomplished as much as you promised yourself you would back on New Year’s Eve. Internally, there is a part of you – a HERO – that wants to succeed and has strong values and great ideas and when you wake up it is your best self that is energized and bold and determined.

Friedrich Nietzsche called it the Übermensch. The term, loosely translated, means “superhuman.”

But your best self, your internal hero, has enemies…

  • Every day your HERO has to wage a battle against distractions, and disappointment, and disparagement.
  • Every day he has to struggle with ghosts of regret or monsters of misfortune.
  • Our history, things that happened in the past.
  • And our experiences, things that happen to us and around us, can sometimes seem devastating.

Fighting Your Battles

Imagine being a recently divorced woman, caring for a 3-month old daughter, forced to go on welfare after losing her job. Those would be hard battles to fight! And even though those circumstances and experiences are dangerous adversaries, they are not as powerful or impactful as our internal response to them.

If we respond poorly, we experience more painful outcomes. We become victims of our own negative responses. 

People, and teams, are not victims of circumstances. They only feel this way when they do not develop and use the HERO within them.

Winning the Battles Within

Too often our internal HERO’s greatest threat is our own fear, or contentment, or excuses, or doubts… those deceitful soldiers that protect the walls of our comfort zone.  And it is amazing what sometimes we can allow ourselves to grow comfortable with.

But if you want to develop the HERO within you and accomplish your ambitious goals, you have to:

  • Exile your excuses
  • Dump your doubts
  • Crash through that comfort zone that has caged you

The HERO Formula

So, what separates the average man from Nietzsche’s Übermensch?

The answer is a simple equation.  H + E x R = O

History + Events x Response = Outcomes

We cannot control our history… or the events that occur to and around us. But we CAN control our RESPONSE to them. And no matter what the first parts of the equation are, OUR RESPONSE DETERMINES THE OUTCOME!

To get something different, to feel something different, to become something different, you will have RESPOND differently!

I offer team building for teachers, for athletes, and for corporate groups that inspire unity and boost morale, but the key to any group’s improvement is each individual within the group claiming responsibility for their response to the history and events around them.

The HERO Attitude

Remember that single mother we imagined above? Well that was J K Rowling, author of the famous Harry Potter series.  She developed her HERO because she decided to choose a positive response to her circumstances.

We cannot control our circumstances.  But we can control our responses. Regardless of the circumstance, we get to choose our attitude and our actions. We can develop a victim attitude and spiral down, or the kind that J K Rowling did and ascend far beyond expectations.

And if you keep a good attitude and take appropriate action consistently, those habits will lead you to accomplishing the goals you have set for yourself.

But your focus must be on changing the equation with a quality response. The world is not going to change  and we remain victims as long as we are waiting on someone or something else to change for us.

Becoming a HERO

So, how does one become a HERO? Commit to responding to your history and your experiences as your best self. Remember, you cannot choose where you were planted – but you CAN choose to bloom there.

Want to improve your organization and inspire team development? Want to improve your family?  Your community? Your workplace? Then develop the HERO inside you. Your example and responses WILL impact others. Whatever your history or experiences, your response to the events you experience will determine your teams success.

So how are you responding to your past and current situations in life, at work, and in your community? Are you mentally stuck in the past and still paying a heavy price? If so, WHY? What steps can you take today to reprogram your responses so that you can get those superhuman results and lets the HERO soar? I would love to hear your thoughts!


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Sean Glaze

Sean Glaze is Speaker, Author, Coach, and Facilitator at Great Results Teambuilding
He delivers Engaging Events that Transform Laughter into Lessons
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Leading with Honor: 4 Ways to Have What It Takes

Are you alarmed by the frequency of ethical scandals in recent years?  No doubt, you have seen the headlines about Wall Street greed, but ethical problems are just as prevalent on Main Street where bookkeepers, purchasing agents, and business owners violate the trust that others have placed in them.

Lackluster Leadership

Think of the headlines in recent months:

  • A highly respected coach resigned for covering up NCAA violations by his players
  • A Congressman is convicted of accepting bribes
  • A religious leader cheated on his wife, another is accused of using his authority to fleece the flock
  • Teachers changed students’ responses on standardized tests and administrators collaborated in cover-up
  • A college inflated the average SAT score of their students to improve its image.

What is happening to our society?  Does anyone care about honorable leadership?  What can you do about it?  What have others done that might guide those of us who seek to turn the tide in this onslaught against character-based leadership?

Our Best Leadership Examples

It seems ironic that some of the best examples of leading with honor come from the POW camps of North Vietnam, an environment so life-threatening that one might expect to see frequent examples of self-centered, self-serving leadership.

But when life and limb were on the line, these brave leaders chose honor over comfort, humiliation over cooperation with the enemy.

Their courageous service can inspire and show us what is required to lead with honor, and I’ve shared my Vietnam POW story and 14 leadership lessons learned in my latest book, Leading with Honor: Leadership Lesson from the Hanoi Hilton.

4 Lessons of Courageous Leadership

Let’s look at a few of the lessons that I learned from these courageous leaders.

1) Know Yourself

The POWs leaders were experienced and strong yet they had no choice but to be humble. The enemy used torture and isolation to try to break their will and force them to cooperate in making propaganda. They were vulnerable, stripped to their core; they could not pose or pretend they were something they were not.  Fortunately, they were solid—healthy people with a strong character that enabled them to lead with honor through the most unimaginable humiliation.

“If you don’t know yourself and have a peace about who you are, your fears and insecurities will take you out.”

Rather than pursuing your passion and purpose using your unique talents, style, and convictions, you will constantly be comparing yourself to others and trying to guide your life by someone else’s ways and standards. Alternatively, when you know and accept yourself, you can be authentic, leading from your own true north. Objectively knowing your strengths gives you confidence, while awareness of your weaknesses gives you humility.

Few will ever be POWs, but eventually we will all face situations that expose who we really are.  Spend time with yourself and go deep. Accept who you are, but realize there is always room for growth; work every day to build yourself strong so you can lead authentically, from the inside out.

2) Clarify Your Values and Standards and Commit to Them

The POWs had a uniform code of conduct that everyone knew and was charged with following. It acted like signs along the road giving direction and providing a framework for decisions, choices, and behaviors, helping them stay on the right path even in the most difficult situations.

Unfortunately, most people have only generic assumptions and a superficial understanding about their moral values and ethical commitments.

Jeb Magruder, White House advisor who went to jail, said that he had been taught right but somewhere along the way he “lost his ethical compass.”  We are all cut from the same cloth as Magruder and without regularly clarifying our commitments, we will drift off course as well.

3) Confront Your Doubts and Fears

Fears and insecurities take out more leaders than anything else and they generally can be traced back to the first point above—your identity—knowing who you are and being comfortable with yourself. Even the smartest, toughest, and best leaders face insecurities and fears.

The POW leaders were tough warriors but they all struggled with fear. Commander Jim Stockdale endured frequent physical abuse and more than four years in solitary confinement, so naturally, there were fears, but he did his duty and suffered the consequences. Great leaders know that fear is the norm, and they know they must lean into the pain of their fears to do what they know is right.

“Courage does not mean that you are not afraid, but that you do what is right when it feels scary or unnatural.”

4) Connect with Your Support Team

In your struggle to lead with honor, you are like any other warrior—it’s not good to fight alone. That’s why the enemy tried so hard to isolate the POWs in North Vietnam and why the POWs risked everything to keep the communication lines open. Even the toughest POWs relied on the counsel and encouragement of their teammates.

Authentic leaders realize they cannot see every situation objectively.

On the tough choices, you will usually need the perspective of someone who is outside the issue to help you evaluate the situation. Build a network of a few key advisors who can help you navigate the treacherous waters ahead.

Final Thoughts

Our culture desperately needs men and women who will lead with honor. Don’t take it for granted that you will lead honorably. Engage in the battle required to guard your character.

To be prepared, know yourself, clarify your values, standards, and commitments, confront your doubts and fears, and connect with your support team.  Then you are ready to face the giants and avoid the headlines of failure.


Special note from Tom Schulte, Editor and Publish of L2L:

Leading with Honor book

How did American military leaders in the brutal POW camps of North Vietnam inspire their followers for six, seven, and even eight years to remain committed to the mission, resist a cruel enemy, and return home with honor? What leadership principles engendered such extreme devotion, perseverance, and teamwork?

In this powerful, practical, award-winning book, Lee Ellis, a former Air Force pilot, candidly talks about his five and a half years of captivity and the fourteen key leadership principles behind this amazing story. His story has been featured on networks such as C-SPAN, CNN, ABC World News, and Fox News Network as well as hundreds of speaking engagements throughout the world. Learn more about Leading with Honor.


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Lee Ellis

Lee Ellis is Founder & President of Leadership Freedom LLC & FreedomStar Media.
He is a leadership consultant and expert in teambuilding, executive development & assessments
Email | LinkedIn | Web | Blog | Book | Facebook | Twitter

His latest book is called Leading with Honor: Leadership Lessons from the Hanoi Hilton.

3 Leadership Lessons From The Oscars

The glitz and glamour of the 86th Academy Awards in Hollywood has been widely captured in photographs and videos which continue to make waves around the world.

The smiles and speeches are captivating!

What a Night!

Oscars 2014

Lupita Nyong’o, winner of best supporting actress role said in her acceptance speech,

“It doesn’t escape me for one moment that so much joy in my life is due to so much pain in someone else’s,” with reference to Patsey, the character she played in the wrenching 19th Century historical drama, ‘12 Years a Slave’.

In the spirit of Lupita’s sentiments of joy and pain, I took a look at some behind-the-scenes activities and sacrifices for any leadership lessons that we might glean from the awards.

3 Leadership Lessons From The Oscars 


When Lupita auditioned for her role, she was about to graduate from the Yale School of Drama. She told The Huffington Post that her manager received the script for her client, Garret Dillahunt, who plays Armsby in the film, and she thought Lupita would be good for the role of Patsey.

She happened to be at the right place at the right time, which is where it all starts.

Similarly, to take up a leadership position, you need to be in the right place and time that your skills can be applied. But there’s more.


Presence without having what it takes to lead comes to naught if one is unprepared for the role.

Benjamin Disraeli said this:

“The secret of success in life is for a man to be ready for his time when it comes.”

The men and women at the Oscars undoubtedly worked long and hard before the crowning. Equally, it takes investing time and other resources to develop one’s leadership skills so that when the opportunity comes, one is ready to seize it. Don’t wait to develop your leadership skills when you get the opportunity to lead.

As Hall of Fame basketball coach John Wooden said, “When opportunity comes it’s too late to prepare.”


Even though the awards were awarded to individuals, none of the winners can claim to have achieved whatever they did without any external support.

Ekaterina Walter asserted this:

“There is no such thing as a self-made man. We are all made of hundreds of others.”

Think of the family and friends; directors, mentors and supportive fellow cast members; make-up artists and designers; chauffeurs, and others who supported the men and women on the final roll, to enable them achieve their wins. Sacrificial and enduring support carried the day.

The same is true of leaders. They are not where they are­­ of their own individual effort. As leadership author, teacher and speaker John Maxwell says, there are no solo leaders – without a lot of people working together, there would be no successful leaders.­­­

Bonus – Exception

As a bonus, I’ll share one exception to the Oscars. The awards are limited in number and hotly contested. The good news for leaders is that each and every leader – whether of self or others – has the opportunity to excel and shine.

All it takes is pursuing one’s life’s purposes with excellence, and touching lives in the best possible manner along the way.

How has your joy as a leader been due to so much pain in others’ lives? How can you position yourself and others on your team to seize opportunities to make a difference? How are you contributing to the making of other leaders?


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Joyce Kaduki

Mrs. Joyce Kaduki is a Leadership Coach, Speaker & Trainer
She enjoys working with Individuals & Teams to help them Improve their Results
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Hey Entrepreneur – Are You Building Your Start-up For Success?

As an entrepreneur  – you know what it takes to make your start-up a success – right?

Building a successful startup isn’t easy!

More Than a Plan

To have a successful business, to gain investors, create a reputable brand, and generate revenue – it takes more than a sound strategic plan – it takes talented, committed, and dedicated people who are willing to give 100%.

Your strategic plan may be sound, and your first round of funding may be secured, but long-term growth and success won’t be achieved without a focus on people and culture. These things – often not addressed in a start-up environment – could derail your entire operation.

Sure – you have the strategy.

However, do your people…

  • Know what it is, and do they know how they fit into making the mission and vision a reality?
  • Understand how the day-to-day work they perform contributes to continued growth?
  • Understand the plan for the future?
  • Know what is expected of them and what they can expect in return for a job a well done?

Wearing Many Hats

These are just a few of the people-focused areas your strategy should address. After all, if you can’t maximize people –> performance –> profit, then you’re not likely to grow from start-up to successful business.

In a lean start-up environment people must wear many hats, and they must be inspired to do so, and inspired to perform above and beyond a single job description.

“No matter how brilliant your mind or strategy, if you’re playing a solo game, you’ll always lose out to a team.” ~Reid Hoffman, LinkedIn co-founder

Creating a Culture of Success

All too often, start-ups usually get stuck at a certain point. This is where a focus on more than just strategy and funding becomes imperative to success.  You need to create a high performing culture – one that focuses on people.

So here are some things you can focus on to help your growing business SUCCEED:


To develop an organization with a successful high performing culture flexible and adaptable process must be in place. Processes should support in developing the ability of the organization to change as it grows (flexibility, speed and ability to learn).

Processes should support a culture of innovation and continuous improvement.

Processes should be continuously improved, simplified and coordinated, to support the organization strategy. Often start-ups over complicate as they grow instead of focusing on how to streamline.

The more that processes help relevant and correct information be reported and delivered, the faster decisions can be made, and the faster products and services can be continuously developed, updated and improved.


To achieve a high performing culture and sustainable business, frequent, transparent, and authentic communication among leadership, employees, stakeholders and customers is a necessity. Often in a start-up environment leadership trends to under communicate, not share details regarding strategy, funding, governance and growth.

To keep employees engaged in your products and services and committed to the organizations strategy, mission, and vision, they need to know what is going on and why, the good and the bad, (within in reason).


Leadership is a driving force behind creating and maintaining a high performing culture and turning a start-up into a thriving business. Leaders serve as role models through their actions and behaviors. High performing organizations have committed leaders who can rally people around a deeper sense of purpose. In most cases these leaders are also expert communicators.

Through their management, leaders of organizations with a high performing culture have the ability to translate ideals into action. These leaders not only know their organization; they know the type of people in their organization and how those people’s contributions help to achieve the strategic goals. Leaders who help achieve a high performing culture are ethical, approachable, relatable, and involved.

So follow these 3-key components to make your start-up into a successful sustainable business – or build to the point of selling for a boatload of cash. To see the full list of tips to make your start-up a high performing business, click here to see our checklist.


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Scott Span

Scott Span, MSOD is President of Tolero Solutions OD & Change Management firm
He helps clients be responsive, focused, and effective to facilitate sustainable growth
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On Leadership and Knowing the Importance of Importance


Who is the most important person in your organization? Is it the Chairman of the Board, the CEO, a Senior Vice President, or someone else?

But more importantly, why is this question so extremely important?

Knowing the Importance of Importance

When I was doing my doctoral work, I took a course on leadership that required me to interview several leaders in my community and then write a paper about what I learned.

This assignment was one of the most memorable and educational experiences of all 18 years of my formal schooling.

One of the people I interviewed was Stirling Pack, Jr., PhD, of Cypress, Texas.  Pack is a former Senior Vice President of a major energy corporation in Houston, Texas.  In the course of interviewing Stirling, he shared a story that deeply resonated with me – a story I have shared many times with audiences for which I have done leadership and management training.

Real-Life Impact

The story went like this…

Shortly before Stirling retired, a man entered his office to present him with a gift.  The man said: “Stirling, you were the only corporate officer who ever treated me like a human being.  I appreciate it, and upon your retirement, want you to have this gift as a token of appreciation.” After presenting his gift – a bronze Bear and Bull statue by I. J. Bonheur – he turned around and walked out.

Stirling expressed to me his surprise at this unexpected and expensive gift, and explained to me that he was having difficulty recalling the name of this man.  After thinking about it for a while, he remembered that it was “Nick,” one of the graphic artist technicians, “one of the tech guys,” who had assisted him in setting up his audio/visual equipment for some of his executive presentations; that was the only association he had ever had with the man.

Stirling did not tell me what he had said or done to make such an impression on Nick to make him feel so valued.  I doubt he remembered himself.  What matters is that he did make him feel important and valued, and it left an indelible impression on the man to be treated with the kindness, respect, and dignity that Stirling showed him.


Senior Vice President or not, millionaire or not, frequent flier on corporate jets or not, Stirling understood the vital truth that no one is a “just-a…”

You know what I mean…

  •  just-a tech guy
  •  just-a receptionist
  • just-a custodian

Every person in an organization has an important role to play.  No one is a second-class citizen in the organizational body, which represents an interdependent ecosystem where the hand is no greater than the foot, nor is the head any more important than the heart.

This Little Piggy

But, you may say, “I’m just a toe in my organization.  There are ten of us, and nothing would change if they did away with me.” Makes sense, doesn’t it?  You could spare a toe, couldn’t you? I mean, it is true that you do have 10 of them.

Did you know that the loss of a single toe affects the balance of the entire body?  While you may be able to balance sufficiently to get around with the loss of a toe or two, you may never be the same again, and the difference will be felt.

Great leaders understand that no one is a “just-a.”

Great leaders recognize, as the great poet Longfellow penned in his poem, The Builders:

Nothing useless is, or low;

Each thing in its place is best;

And what seems but idle show

Strengthens and supports the rest.

Human Being or Human Resource?

No matter how high you rise in the organizational hierarchy, remember the example of Stirling Pack, Jr., PhD, and never forget that no one is a “just-a.”  Truly GREAT leaders are the ones who recognize and remember this – no matter how high they rise.

  • When was the last time a supervisor or colleague treated you like a mere “resource” instead of a human being?
  • When was the last time you treated someone else like a mere “resource” instead of a human being?

While you cannot automatically change your supervisors and colleagues, you can make an automatic change in yourself.  What will you do beginning today to re-humanize your personal interactions at work and at home?


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Jordan Jensen, Ed.D.

Dr. Jordan R. Jensen is CEO of Freedom Focused, LLC
He is Originator of Self-Action Leadership, Seminar Facilitator & Keynote Speaker
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