“Train people well enough so they can leave, treat them well enough so they don’t want to.”
— Richard Branson, Virgin Group founder
When you own a restaurant, business typically booms May through September. Then, from October until around Christmas, things slow down a bit. When the dead winter hits, though, the restaurant is often non-profitable. It becomes a major challenge to find quality workers who are patient enough to stick around until business picks up again.
A successful restaurateur knew her head chef was a big Kansas City Chiefs fan. So, when the team made it to the Super Bowl, she purchased high-priced tickets to the game along with airfare for him to show just how much she valued his loyalty. She didn’t care about the cost — she just wanted him to recognize that she truly valued his commitment to her business.
1. Be calm.
Losing your temper and flaring out at the other person typically isn’t the best way to get him/her to collaborate with you. Unless you know that anger will trigger the person into action and you are consciously using it as a strategy to move him/her, it is better to assume a calm persona.
Someone who is calm is seen as being in control, centered and more respectable. Would you prefer to work with someone who is predominantly calm or someone who is always on edge? When the person you are dealing with sees that you are calm despite whatever he/she is doing, you will start getting their attention.
article from The Daily Coach
“Success is not final, failure is not fatal: it is the courage to continue that counts.”
― Winston S. Churchill
The flight from Miami back to California had to be a long one for the San Francisco 49ers. The team squandered a 10-point lead over the final nine minutes in the Super Bowl ― the type of devastating finish that can make a season appear as a complete failure to fans, players and coaches alike.
But when coaches and executives attempt to condense a loss into one play, one bad call, or one poor decision, they are shortchanging what transpired and setting themselves up for failure moving forward. One common misconception that comes with this type of defeat is that if we return the same group with everyone working 10 percent harder next year, we’ll be able to “get over the hump.” Simply put, it’s inaccurate.
There must be a “cooling off” period before making any decisions and moving forward. Emotional decisions are always bad decisions. Leaders need to take time away — and examine every facet by themselves without outside interference and without pre-determined judgments by those who can’t evaluate the circumstances.
Uniting everyone over the loss is the first step toward establishing the future agenda.
Looking for answers after a heartbreaking loss can be lonely. But the path forward can only be drawn by a leader who understands the overall vision. Here are some guiding steps to rebound from heartbreak:
The most important person you’ll ever coach is yourself.
The goal of The Daily Coach is to provide a daily hands-on approach to becoming a better leader.
Whether you’re an executive, teacher, or parent, everyone is a coach.
The Daily Coach