The One And Only Job Leaders Have

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Leaders have only one job.

But first a little context. The number one belief leaders have about what their job entails is managing the numbers. They have a myriad number of metrics for their job, but it is primarily about making the numbers work.

That’s true, but here’s a subtle yet transformational shift in thinking. What leaders are really responsible for is creating a “flourishing” bottom line and not simply managing their numbers. The choice of words I’m using is powerful. The expectation most organizations have for their leaders is not to simply maintain the status quo financially, but to lead a transformation financially.

How do you lead a financial transformation for your organization or business?

I suggest first and foremost that the best way to do so is to have a flourishing customer experience. A customer experience that is so rewarding, enriching and engaging for the customer that they continually refer new customers to you, pay higher prices because of the value you provide and see you as indispensable in their life. If you create that kind of flourishing customer experience you are well on your way to a flourishing bottom line.

How do you create a flourishing customer experience? You do that through flourishing employees. Imagine having employees that are so enthralled (yes, enthralled) with their work that they extend that toward your customer. It’s simple, when you have employees that are flourishing professionally they share best practices willingly, they create new ways of doing their work and are hellbent on continually improving the work they do. This mindset, when directed toward customer flourishing, positions you to have a flourishing bottom line.

What is your one and only job? To enable employee flourishing! That’s it. If that’s your focus each day your performance will be transformed from floundering to flourishing.

How do you enable employee flourishing? I have three suggestions:

1. Get to know what each of your direct reports is passionate about. You have to know what they love about their work and what they aspire to professionally. What is their one big dream, goal, hope, or aspiration for their work that has grabbed hold of them and won’t let go?

2. Get clear about what their talents and skills are and how they can deploy them in meaningful ways. When you marry what they are passionate about with their talents and skills you can start the conversation about how they can infuse their passion and talents in ways that enable customer flourishing.

3. Clarify how passion and talent create value for the customer. What specifically is each employee doing that makes the customer experience rewarding, valuable and highly differentiated? Employees can be passionate and talented, but if their talent and passion are not directed to providing high value to your customers the likelihood of customer flourishing is significantly reduced.

When you implement these three suggestions you’ll create a professional development plan for employees that will not only transform them professionally, but will transform your bottom line.

I hope you have a flourishing week. If you have any questions, go to the blog and let me know.

Some of these ideas will be more clearly articulated in my new book, 7 Principles of Transformational Leadership. Make sure you check that out in June.

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