A word that is often not spoken about in a corporate setting, yet is at the very core of what we think, how we behave and interact with others. It is also at the core of what inspires others to follow us, to collaborate with us and to deliver on our joint projects.
The word is CARE.
What do you CARE about?
For example as business leaders we might care about creating a new product, entering a new region, increasing customer satisfaction, generating repeat business or performing at the top of the league tables.
In order to achieve such cares, we need to take care of our cares. We can not do this on our own. We need to collaborate with others: direct reports, colleagues from other divisions or support services etc.
If we take the time to share our care, why it matters and tap into the cares of others, they will be more disposed to work effectively with us. Engaging in such conversations encourages followship and collaboration.
It is also in conversations that we elicit commitments from others so that they will pull out all the stops to perform tasks that will generate results.
As Terrie Lupberger says:
I learned that the essential ingredient to the value and meaning that drives authentic commitment is care and taking care of what matters most. If you aren’t doing that, you can’t commit at a level deeper beyond obligation and routine.
The time invested in having conversations for commitment and really listening will pay dividends. It will cut down on misunderstandings, resistance and rework.
I am reminded of a comment shared with me by Jo Ann who worked at the Pentagon.
We never have time to do it right, but we always have time to do it over.
Instead, why not start with really appreciating what you care about and having the right conversations with your team to take care of it and make it happen?
I invite you to share your experiences below or call me to discuss on UK +44 (0) 20 7226 3611 or +44 (0) 7952 068133
With thanks to Bob Dunham, Institute of Generative Leadership in partnership with Newfield Network, who introduced me to the importance of care in organisational performance.