Read the previous article to catch up. Now to continue … what are the lessons here?
Mr. Silva made a decision. It appears from conversations and observations, I find that sometimes it requires an apostolic blessing for decisions to be made. I cannot count how many times I have used the line over the last two years … “Kicking the can down the road.”
So to analyze … I have provided Mr. Silva’s quotes from the episode (thank heaven for DVR) … and provided the take-aways (bold underline) …
- Analyzed that something had to be done. Took control that something needed to be done. He made a decision to close the restaurant. Took action.
- “As the CEO, it’s my job to create an environment where everybody will be treated with respect. And anyone can raise their hand and say ‘somethings wrong and doesn’t feel right’.“ Taking responsibility and not passing the problem off to others.
- “If the rest of my journey continues like this, all of our amazing results could be at risk.” Assessing the possibilities to the organization … Doing what is best for the organization, not himself.
- “At the end of the day, accountability rests on my shoulders because we did not properly train them.” Refrain from deflecting responsibility to others and focusing on solutions.
- During the episode, he also implemented quick action to call someone to help the manger and employees with best practices on managing and operating the location. Empowering employees by investing in people, not just brick and mortar.
What is occurring? I believe the poor leadership has been caused by a self-absorbed, isolated, “me” approach to leading. Senior management in the United States (and probably our elected officials) have become much more focused on “what it will do for me” … the McAgendas, and not what is best for the organization and its employees. They continue to illustrate by their actions to remain focused on “if I admit failure, then I have to take responsibility.” Or deflect all mistakes down to staff who are not being led.
Our business leaders seem to operate with one voice to their senior team about what must be done … and then one hand on a computer keyboard writing a) a press-release on what THEY do, b) updating their resume to compile accomplishments for THEIR next career move and c) appear on social, print or television media to promote themselves on how great THEY are. Very often deflecting responsibility on others and rather than focusing on solutions. Or maybe to protect their lifestyle or McMansion.
So what is the difference? Instead Mr. Silva illustrated his leadership through courage, confidence and respect. Mr. Silva did not manage in fear (and easily could have). His actions were guided by one principle … do what is best for the organization first. Placing all other agendas and goals aside.
It was chess, not checkers. When I was asked by the owner of a consulting clients last year … “How do we measure our strategic effectiveness?” … My response? “Identify what is best for your customer AND your employees. It’s that simple!”
To senior management and CEOs … start being the leaders for your business and employees. Lead by respect and not fear. You will find that your employees will become an advocate and a true ambassador of you and the organization.