People-centric leaders

By Joel Trammell via   Article

6 Habits of People-Centric Leaders

“Even though there’s universal agreement that business success is centered around finding the right employees, many leaders use a data-centric approach–rather than a people-centric approach–to operating their companies…. With a background in engineering, I once assumed that most business problems could be solved with enough available data and some logical thinking. But I’ve learned that a Spock-like, numbers-driven approach doesn’t work, at least now that we’re out of the manufacturing era.

Here are six habits of leaders who value people over data (nothing against data, of course). These habits have gone a long way toward helping me build and operate several successful businesses.

  1. People-centric leaders set a few clear priorities and share them with the team. … She’s able to tell a story about what the company is trying to do–one that resonates with employees across the team.
  2. People-centric leaders make sure everyone knows the ‘why’ behind their work. As Daniel Pink has argued, a sense of purpose is one of the keys to motivating employees. …
  3.  People-centric leaders don’t just look at data–they ask the right questions. Data-centric leaders tend to separate the numbers from the people doing the work. They’re more likely to pore over spreadsheets than actually talk to employees. The people-centric approach, on the other hand, involves asking individuals for their unique insights and perspectives. …
  4. People-centric leaders make hiring their responsibility.  … the people-centric leader, who’s always on the lookout for individuals who can bring significant value to the organization, and actively participates in interviews for nearly every hire. …
  5. People-centric leaders know who their key employees are. Can you name the top ten performers in your organization? A people-centric leader always can. …
  6. … people-centric leaders know that good management is a rare and under appreciated art. They also know the widespread disengagement one bad manager can cause. Instead of promoting people to management willy-nilly based on how good they were in a contributor role (and therefore suffering from the Peter Principle), people-centric leaders seek out managers who will actually be good at managing, and invest in management training.

In the twenty-first century, leaders who can influence, motivate, and bring people together are the ones who will outpace their competitors.”


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