“When you’re surrounded by people who share a collective passion around a common purpose, anything is possible.” ~ Howard Schultz, via Talk Like TED
Book Overview: According to J. Keith Murnighan, Great leaders don’t do anything—except think, make key decisions, help people do their jobs better, and add a touch of organizational control to make sure the final recipes come out okay. In sharp contrast, most leaders are too busy actually working to do these things—and their teams suffer as a result. Do Nothing!’s practical strategies and true stories will show you how to set high expectations for your team and watch it rise to the challenge. It will help you establish a healthier culture by trusting people more than they expect to be trusted. And it will help you overcome your natural tendencies toward micromanagement so you can let people do their jobs—even when you know you could do their jobs better.
Post(s) Inspired by this Book:
“‘People don’t know how much you know until they know how much you care about them.’ You could be the world’s greatest expert on something but if the people you work with don’t know that you care about them, they won’t listen to you much.” ~ J. Keith Murnighan, Do Nothing!
“It is up to you as the leader to make sure that your team mebers feel safe. You must bend over backwards to make this happen, because team members know that their leaders are always evaluating them and they have perfectly natural fears about the outcome of those evaluations. You must work doubly hard to help them feel safe: you must treat your team members’ questions and observations as if you love hearing each and every one of them and you must entertain their ideas and even invite them to disagree with you. You must make it eminently clear that you want them to participate, to question, to comment, and to disagree – and you need to reinforce them when they do.” ~ J. Keith Murnighan, Do Nothing!
“Stated succinctly, partial trust sucks. When we know we have been trusted only partially, we naturally wonder, ‘Why didn’t he trust me more?’ This natural question reduces our motivation to reciprocate and leads to less long-term commitment to a leader, to a team, and to an organization. Partial trust sucks in many ways: it is the reverse of flattery and respect and it stimulates lousy outcomes, for everyone.” ~ J. Keith Murnighan, Do Nothing!
“Doing too much is far worse than doing too little. When leaders do too much, they cannot be as effective or as thoughtful or as strategic as they might otherwise be. Even worse, their team members are underutilized and underchallenged. Better team members are also likely to be increasingly angry – because their leader is doing what they could and should and want to be doing. By not letting good performers do their jobs, on their own, leaders don’t allow their team members to feel proud of what they can do. The end result is the development of dislike or even hate for a leader who butts in, as well as earning him a reputation for being a control freak and a micromanager.” ~ J. Keith Murnighan, Do Nothing!
“We love status. We want pins and medallions on our jackets. We want power and prestige in our titles. We want to be acknowledge, recognized, and praised. It’s too bad all of those make for hollow leaders. Great teams require great teammates. Nowhere is that more true that at the top. No leader ever became worse by thinking about their teammates more.” ~ James Clear, Blog
“Up to a point you welcome being interrupted because it is only by interacting with other people that you get anything interesting done.” ~ Ken Robinson, The Element
“A good leader takes more than their fair share of the blame and gives more than their share of the credit.” ~ Arnold Glasnow
“It’s been my experience that the people who gain trust, loyalty, excitement, and energy fast are the ones who pass on the credit to the people who have really done the work. A leader doesnt need any credit… He’s getting more credit than he deserves anyway.” ~ Robert Townsend, Former CEO, Avis
“It’s not that we ignore our weaknesses; rather, we make our weaknesses irrelevant by working effectively with others so that we compensate for our weaknesses through their strengths and they compensate for their weaknesses through our strengths.” ~ Stephen M. R. Covey, The Speed of Trust
“The english word thanks comes from the same root word as think. Maybe if leaders were more ‘think-ful’ about the contribution of others, they would be more ‘thankful’ to them.” ~ John C. Maxwell, Leadership Gold
“The more that people know how they fit on a team, the more they will desire to properly make the most of their fit and maximize their contribution.” ~ John C. Maxwell, Leadership Gold
“Organizations exist to make people’s strengths effective and their weaknesses irrelevant. And this is the work of effective leaders.” ~ Frances Hesselbein