Page 63 - The Apple Experience

Show Loyalty

Loyal managers freely give credit to others and acknowledge the

contribution of others. If they promise something, they follow through. They

don’t break the trust. I spoke to the CEO of Griffin Hospital in Derby,

Connecticut. Griffin is consistently ranked as one of the best places to work

in the country. The hospital has committed itself to open and honest

communications between management and staff. That commitment was put
to the test in November 2001, when the first victim of what would become a

deadly, nationwide anthrax attack was brought to the hospital. The governor

of the state called the CEO, Patrick Charmel, and urged him to keep it

quiet. Charmel had scheduled a staff meeting where he had planned to

disclose the information. Despite admonitions from politicians and even the

FBI, Charmel told his staff. He trusted them to keep the news confidential

until it was made public. Charmel’s staff honors his loyalty every day by
maintaining the highest standards of customer satisfaction in the healthcare

industry.

Deliver Results

A manager who delivers results accomplishes what he is hired to do. He

makes things happen. If he should fail to meet a deadline or make a goal, he

doesn’t blame his team. The buck stops with him and he takes the hit. After

a disheartening loss for the San Francisco 49ers in the 2011 season, new

coach Jim Harbaugh told the assembled press that the blame rested with
him. He didn’t blame the players or the conditions. He had not prepared

them enough for the defense they would face. In the first nine games of the

year, Harbaugh had built a tremendous reservoir of trust and respect among

his players. He wasn’t going to deplete that reservoir by assigning blame to