What's The Minimum?

Have you ever been frustrated because your people do not work as hard and/or as smart as you do? They just seem to be too comfortable doing the minimum instead of seeking to exceed expectations. By "your people" I mean employees who report to you, or if you are an undercover leader, then I am referring to your coworkers.

Do you wonder how they could make what seems to be the wrong choice so often?

Do you then start to blame "them" for your circumstances? If only they were as dedicated as you are then your company would stop meeting minimum requirements and start achieving great things!

Let's limit today's discussion to one aspect of this situation: Where are we making ourselves out to be the victim and in doing so avoiding the truth?

You say, "WHAT?!"

Too many prominent and underground leaders invest the minimum of time to hire the right people, manage them effectively, develop their company culture and employee engagement, and retain top performers.

The next time the "kids" in your work environment seem to be putting in the minimum, pause and consider whether they are merely reflecting their leaders.

Meeting Ideas

WHAT'S THE MINIMUM is a gauntlet thrown at your feet, challenging you to a fight. No company can sustain greatness unless its leadership demonstrates greatness. Are you the victim or a contributor to the problems your company is facing?

There are lots of questions you can ask to consider this challenge. Here are a few to get started:

1. The employee who just did "the minimum." What was the training process they went through? Did it include giving the employee multiple opportunities to demonstrate they had developed the skill and commitment to deliver a superior customer experience? If they were not thoroughly trained how to be a superstar, then how do you expect them to be one?
2. Now put a leader in the position you just placed that employee. What training process has that leader gone through to develop their ability to hire, manage, develop and retain top performers? Were they taught systems and processes? Were they mentored? If your leaders have not been trained how to lead others effectively, then why do you expect them to be great leaders?
3. How much time does your company waste daily or weekly trying to satisfy an unsatisfied customer because an employee did not meet their expectations? Discuss three examples, and with each example explain the training the employee was given and the accountability they have had since the training to confirm they are demonstrating the skills they were taught.