Interpersonal Business

Management struggles with the dynamics of effectively communicating to the staff its own perspectives relating to the needs of the individual team members and the impact those needs have on the organization as a whole. Staff members have three allegiances to their careers: Personal accountability to be the very best they can be by continuing to challenge themselves and grow, responsibility to the manager for a mutual commitment for collective success (this does not mean equal authority!), and a responsibility to the organization as a whole. While organizational relationships are not structured to be equal, they shouldn’t be competitive.

All too often, management is distracted by the big picture and sends a signal that the details are no longer important. With discipline and focus, attention to detail becomes a way of life. Once the standards have been set, follow up is required; once an expectation is accepted as reality, it becomes a matter of routine. Earl Nightingale once stated that he’d uncovered the essence of doing business – his Greatest Secret – “To succeed in business we must master and be willing to do the little things that our competitors simply don’t like to do.”