I’ve been blessed beyond measure by the mentors in my life who have made themselves available. Had each of them not been genuinely focused on seeing people’s worth, there’s no way I would have had so many of the opportunities I’ve experienced. Following those amazing examples, I’ve worked to pay it ...
In all the years I worked in behavior-based safety, much of our work was based on the premise that we can’t see someone’s attitude or emotions except through the action they take. That applies equally (if not more) when it comes to valuing others. I can say it over and over again, but there's little...
While it wasn’t necessarily a direct lesson I asked for at the time, the availability Terry has provided me with for close to three decades shows my just how much value he’s seen in me - as well as everyone else he’s mentored over the years. The humility he’s modeled through the process has taught m...
As we worked through steps for how developing others serves as a path to leadership, I shared how a reluctance to pass along knowledge, often out of a misplaced fear that it could diminish our own value, prevents us from providing a successor (or even a direct report) with all the guidance we possib...
Seeing value in and being available for the people around us is critical; not just in a leadership role, but in every aspect of our lives. But just clearing time on our calendar may not be enough to earn trust and get the most possible value from diverse contributions, especially if we don’t display...
Even when we see people’s worth, being available isn’t (and shouldn’t be) a blank check. Valuing someone is wildly different than providing them with unlimited time at the drop of a hat. Whether it was Terry, Chris, or any other mentor who’s been a blessing in my life over the years, getting time fr...
Think back to what I shared as we started this look at the art of responsiveness, specifically from Dan Pink’s book, When: The Scientific Secrets of Perfect Timing, where he shared:
“Email response time is the single best predictor of whether employees are satisfied with their boss, according to ...
In chapter three of The 21 Irrefutable Laws of Leadership, John Maxwell defines “The Law of Process” by saying “Leadership develops daily, not in a day.” The art of responsiveness follows the same process. Listening when we have time won’t cut it. Providing a timely reply on occasion isn’t enough. T...
The art of responsiveness requires listening (to build a foundation so we can adapt our response to our team’s needs) and investing in each responsive relationship (to give or receive mentorship), but quick decisions under pressure can sacrifice the influence we’ve worked so hard to earn - if we’re ...
Practicing the art of responsiveness can earn the kind of influence that enables swift, effective decisions - even under pressure. But the higher the stakes, the more important it will be to have made ongoing investments into each of those relationships. Like any sound investment strategy, the time ...
The art of responsiveness isn’t based on how quickly we can reply. There are plenty of people I respect deeply who don’t provide an immediate answer when I reach out. However, those folks have intentionally invested into our relationship - just like I have - in a way that’s built grace. When our sch...
The art of responsiveness will never be based on a cookie-cutter approach. If we start with listening, especially when we’re able to apply the DISC Model of Human Behavior to what we hear, we’ll be able to recognize what each individual needs and tailor a response that best serves that need. The art...
