Page 95 - How to Drive the Bottom Line with People

Making Winners Fail

weekend news. From there, I entered the military,
where I was afforded the opportunity to deliver the

wing mission briefing to foreign dignitaries and sen-
ior political leaders.
After I left active duty and entered business, my skill

at public speaking was one tool I had at my disposal
for completing company acquisitions. In my role
today, I view communicating effectively with our team
among my most important responsibilities. Without
the mentoring I received from Dr. Williams, I am not

certain such opportunities would have come my way.
For this reason, my friendship with Dr. Williams is
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among many treasured gifts from my alma mater. =

As leaders, we must resist the temptation to promote
winners before they are ready. The success of team
members rests on our willingness to take the time to
forge relationships by first exhibiting servanthood—a
genuine desire to help others make the most of their

potential. Such commitment is not easy, and we can-
not delegate this responsibility to others. It requires an
investment of our most precious asset: time.

The rewards, however, are significant and lasting.
After servanthood come mentoring, friendship, and
the understanding that comes from knowing you
played a key role in helping a winner win.