Pretty blunt question, isn't it? The reason this title is so foremost in my mind is that it has come up as an issue in recent conversations with a couple of leaders of teams, and some people who are not the leaders, but members of teams.
Spurned on by passion and impatience, entrepreneurs push ourselves and our teams as we strive to change the world. This all-consuming drive often inspires others to action, yet simultaneously creates the very real danger of burnout.
Why is it that some truly amazing social entrepreneurship ventures never get off the ground? Or why do some concepts and programs with every reason to succeed and thrive only achieve a modicum of success, and then die?
Most of us focus on the external -- what our bosses and co-workers do and say. But relationships can benefit if we spend a little time on what is behind behavior -- the human wiring that makes up each of us.
I don't believe in leadership styles. We certainly hear plenty from all sorts of business gurus that this style or that is ideal. I would argue, however, that talking about styles has little value because we are incapable of leading in a way that is inconsistent with who we are as people.
The brand starts with the employees, which are the catalysts for a healthy company. What they say, how they act, how they talk to customers, and more importantly, how they buy into the company value system is critical.
Earlier this month, a group of my employees spent a week churning out some of their greatest work, all while taking breaks to go swimming and shoot hoops in idyllic country air. And we owe it all to the Rolling Stones.
The act of getting out of the office can inspire employees to chat about non-work-related topics and increase feelings of closeness. Friendships often blossom and, ultimately, bonds created translate to healthy and supportive working environments.