Page 159 - How Great Leaders Build Abundant Organizations That Win

THE WHY OF WORK

priorities have resulted in lower teacher and staff turnover
and higher student test scores over the course of her tenure.
The atmosphere at her school has improved as teachers who
are committed to education feel supported and encouraged.
When Belinda’s father passed away, many teachers and stu-
dents attended the service to support her in turn.
While people do not appreciate a leader who microman-
ages, a hands-on leader can make a powerful contribution
to a positive work environment. Hands-on leaders are acces-
sible, go to employees rather than requiring employees to
come to them, and get on the floor where employees are on
the job. They learn what employees are doing and become
more sensitive to their needs. On a recent United flight, a
well-dressed passenger helped the flight attendants serve
throughout the flight. Dave learned that that passenger
was one of the corporate officers. Whenever he flew, he felt
it was his opportunity to support the in-flight crew. Word
about such efforts spreads quickly and helps employees see
that they are supported.
Leaders also create positive work environments by building
enthusiasm for upcoming initiatives. When Belinda greets stu-
dents and teachers during the day, she often reminds them of
“coming attractions” at the school. The school dances that she
sponsors have high attendance because the students have been
looking forward to them for many weeks. We all need things
to look forward to and dream about. As leaders point people
toward future opportunities, they build positive energy.
Hands-on leaders can also learn a lot about the company’s
work environment by becoming its customers. One company
asked its leaders to call in a complaint through the normal
customer service channels without identifying themselves as
executives. They found gaping holes in the quality of service

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