Mark Miller

Are You Prepared to Succeed?

A guest post by Mark Miller on the launch of his new book Leaders Made Here Originally published on GreatLeadersServe.com

I’ve been thinking more seriously about the issue of being prepared. I have several observations and ideas to share.

Here’s my first observation:

The best leaders seem to consistently show up better prepared than others.

That idea alone makes me want to be better prepared. However, there are other reasons preparation matters…

When you are prepared, you get better outcomes. I don’t know about your organization, but in mine, I’ve watched this play out for decades. Those who are better prepared are allocated more resources – both people and dollars. For me, that’s enough incentive to get my act together the best I can. There are no guarantees, but I’ve observed a striking correlation between preparedness and positive outcomes.

When you are prepared, people take you and the work more seriously. This may be obvious, but I still see leaders miss this one. If you don’t care enough about your work to prepare, whether a budget presentation or a keynote, why should others care? I want my level of preparedness to speak volumes about the importance of whatever it is I’m presenting.

When you are prepared, you set a good example for your team members. I’ve said this for years: People (your people) always watch the leader (you.) One of the things they are looking for are clues regarding what’s important. They’re also looking to see if you are trustworthy. If you talk about preparedness and don’t model it, you’re done. Your people won’t trust you nor will they do what you ask them to do – at least in this arena. You’ll have no moral authority.

When you are prepared, you strengthen your personal brand. If I asked those who work with you to describe your brand, what would they say? Would their description be what you want it to be? Would preparedness be part of their commentary?

What are you doing to show up prepared?

Mark Miller is the best-selling author of 6 books, an in-demand speaker and the Vice President of High-Performance Leadership at Chick-fil-A. His latest book, Leaders Made Here, describes how to nurture leaders throughout the organization, from the front lines to the executive ranks and outlines a clear and replicable approach to creating the leadership bench every organization needs.

 

INVESTING IN PEOPLE

The Secret allocate our resourcesToday’s post is from our guest author, Mark Miller.

Ten years ago Mark and Ken Blanchard wrote a classic business fable titled The Secret. Today they are releasing a new 10th anniversary edition which includes a leadership self-assessment so readers can measure to what extent they lead by serving and where they can improve. The authors also have added answers to the most frequently asked questions about how to apply the SERVE model in the real world.

As practical as it is uplifting, The Secret shares Blanchard’s and Miller’s wisdom about leadership in a form that anyone can easily understand and implement.  This book will benefit not only those who read it but also the people who look to them for guidance and the organizations they serve.

The forward is written by my friend and mentor John C. Maxwell who said, “My challenge to you is simple: learn The Secret—then apply The Secret. If you do, your leadership and your life will be transformed forever. “

INVESTING IN PEOPLE

In challenging economic times, one of the easiest items to cut from the budget is training and development. The rationale is understandable. Rarely will any organization see immediate negative consequences when training is discontinued. It looks like found money in the budgeting process.

Unfortunately, this logic is flawed. Learning and development is like time-released medication: the benefits are derived over time.

Imagine someone who believes they don’t need to save for retirement. This month, even this year, they see no ill effects from their decision. However, if you play the movie forward, many of these same people live their final years in poverty. The decision not to save was painless in the moment – the pain arrives later.

Today I want to respond to a question I received just last week from a business leader: “Why should we invest in learning and development for our staff?” There are many reasons. Here are some of mine…

  • Improve performance – Learning and development may not have immediate impact on the Profit and Loss statement, but it better have long-term impact. We help people grow so we can help the business grow.
  • Ensure an adequate supply of prepared leadership for the future – We’re trying to build a leadership pipeline. This will not happen without thoughtful design and construction. Pipelines don’t build themselves.
  • Increase individual and organizational capacity – Growth should generate capacity. Every organization I know of is asking their people to do more with less. Without new thinking and methods, this mandate is a prescription for disaster.
  • Establish common language and models – When people align their thinking, it’s much easier to align their actions. My favorite example of this is around the topic of leadership. Does your organization have a common definition of leadership? If not, you’ll always struggle to create a leadership culture.
  • Build cultural cohesiveness – Shared learning experiences create common bonds. These experiences also help us grow a small company. Doing life together, including learning, fosters a unified culture.
  • Help staff increase their level of contribution – If you’ve created a healthy organization, people want to contribute at a higher level. People want to add more value. Learning and development facilitates this.
  • Introduce new best practices – Left to their own, organizations can easily become insulated from the outside world. They settle into patterns of behavior that often do not represent global best practices. Investments in learning and development can mitigate this tendency.
  • Combat complacency and stagnation – Living things grow. Growth creates energy and movement. Investments in learning and development are like water on a plant. Without it, growth is stunted and death is not far behind.
  • Maintain people as a competitive advantage – Are your people a competitive advantage for your organization? If so, an on-going investment will be required to maintain that edge. If they’re not, you’ll never enjoy that advantage without investing in them.
  • For me, there’s one more reason to invest in learning and development. I don’t see our people as an asset… I see them as a gift. I want to steward that gift well.
  • Mark Miller believes that leadership is not something that’s exclusive; within the grasp of an elite few, but beyond the reach of everyone else.  In the tenth anniversary edition of The Secret, Miller reminds readers of a seemingly contradictory concept: to lead is to serve. With more than 600,000 books in print, Mark has been surprised by the response and delighted to serve leaders through his writing.

 

 

 Scroll to top