LEADING WITH LOVE: A CORPORATE FORMULA FOR SUCCESS
A version of this article appeared in the February 2015 issue of the Toastmaster magazine.
Linda Allen
Linda Allen, ACS, CL, is a member of the Enid Speakers of the Plains Toastmasters in Enid, Oklahoma. She is a writer, speaker and trainer specializing in cultural awareness, professional and personal development, and leadership.
“Leadership would be easy if it weren’t for people,” wrote Mac Anderson, founder of Successories and Simple Truths, two businesses that produce inspirational and motivational products and books.
He’s right.
You may think that leadership is about you, your skills and your experience, but leadership is really about others—all the people you deal with in business, in your community and even in your family. Without people, leadership is a one-size-fits-all skill.
Those who incorporate love into their leadership style are attracting attention. These successful business leaders are creating work cultures that value individuals as team members—not as assets or liabilities.
Corporations are shifting the focus from profit-driven bottom lines to collaborative environments that support, encourage and empower employees to grow and develop, both personally and professionally. The “l(fā)ove of power” is transforming into the “power of love.”
“如果沒有人请琳，領(lǐng)導(dǎo)是很容易的懦尝，”麥克·安德森(Mac Anderson)寫道菜枷。他是Successories和Simple Truths的創(chuàng)始人栖博，這兩家公司生產(chǎn)鼓舞人心的產(chǎn)品和書籍嗜憔。
他是對的挖滤。
你可能認(rèn)為領(lǐng)導(dǎo)力是關(guān)于你自己页徐、你的技能和你的經(jīng)驗解取，但領(lǐng)導(dǎo)力實際上是關(guān)于其他人的——所有你在生意中愈案、在你的社區(qū)甚至在你的家庭中與之打交道的人挺尾。沒有人，領(lǐng)導(dǎo)是一種放之四海而皆準(zhǔn)的技能站绪。
那些在領(lǐng)導(dǎo)風(fēng)格中融入愛的人更能吸引注意遭铺。這些成功的商業(yè)領(lǐng)袖正在創(chuàng)造一種將個人視為團(tuán)隊成員而不是資產(chǎn)或負(fù)債的工作文化。
公司正在將重點(diǎn)從利潤驅(qū)動的底線轉(zhuǎn)移到支持恢准、鼓勵和授權(quán)員工成長和發(fā)展的協(xié)作環(huán)境魂挂，包括個人和專業(yè)∧倏穑“權(quán)力的愛”正在轉(zhuǎn)化為“愛的力量”涂召。
A Caring Attitude
Joel Manby, CEO of Herschend Family Entertainment (HFE), takes love seriously. He leads the largest family-owned theme park organization in the United States—it’s the ninth largest in the world. For Manby, love is a verb, and it works inside and outside the workplace.
His 2010 appearance on the first season of CBS’ *Undercover Boss *allowed millions of viewers to see HFE’s leadership model in action. Manby went undercover to the frontlines of his company, working side-by-side with his employees giving “Ride the Duck” tours, participating in early morning park clean-ups and other duties performed at the park. Along the way, he encountered employees who were down on their luck. He became motivated to do more for them.
At the end of the episode, Manby gave back to alleviate the hardships of those employees he had met. The response to the show was overwhelming—it inspired Manby to write Love Works: The Seven Principles. In it, he explains the principles that guide his life and career. He believes leaders can be successful and care about employees by implementing patience, kindness, trust, unselfishness, truthfulness, forgiveness and dedication in their interactions with coworkers.
Manby says, “HFE trains our leaders to love each other, knowing that if they create enthusiasm with their employees, the employees will in turn create an enthusiastic guest experience.”
關(guān)心的態(tài)度
赫申德家庭娛樂公司(Herschend Family Entertainment)的首席執(zhí)行官喬爾?曼比(Joel Manby)對待愛很認(rèn)真。他領(lǐng)導(dǎo)著美國最大的家族主題公園組織敏沉，也是世界第九大主題公園果正。對曼比來說炎码，愛是一個動詞，在職場內(nèi)外都適用秋泳。
2010年辅肾，他在哥倫比亞廣播公司(CBS)的《臥底老板》(Undercover Boss)第一季中亮相，讓數(shù)百萬觀眾看到了HFE的領(lǐng)導(dǎo)力模型在實踐中發(fā)揮的作用轮锥。曼比潛伏在公司的第一線矫钓，與員工并肩工作，進(jìn)行“騎鴨子”參觀舍杜，參與清晨的公園清理工作新娜，以及在公園執(zhí)行的其他任務(wù)。在這個過程中既绩，他遇到了一些運(yùn)氣不好的員工概龄。他開始有動力為他們做更多的事。
在這一集的結(jié)尾饲握，曼比回饋了那些他遇到的員工私杜，減輕了他們的痛苦。觀眾對這部劇的反應(yīng)非常熱烈——曼比因此創(chuàng)作了《愛的七個原則》救欧。在書中衰粹，他解釋了指導(dǎo)他生活和事業(yè)的原則。他認(rèn)為笆怠，通過在與同事的互動中貫徹耐心铝耻、善良、信任蹬刷、無私瓢捉、誠實、寬恕和奉獻(xiàn)精神办成，領(lǐng)導(dǎo)者可以獲得成功并關(guān)心員工泡态。
曼比說:“HFE訓(xùn)練我們的領(lǐng)導(dǎo)要彼此相愛，知道如果他們能激發(fā)員工的熱情迂卢，員工也會反過來創(chuàng)造熱情的客人體驗某弦。”
Follow Your Heart
John Mackey is co-founder and co-CEO of Whole Foods Markets, a natural and organic food market that supports environmental stewardship. *Fortune Magazine named Whole Foods *one of the 100 Best Companies to Work For in 2014—a distinction the company has held for 17 consecutive years.
In an interview with American media host Oprah Winfrey, Mackey described the company’s mission: To sell healthy food, make a living and have fun. He advises following your heart when choosing a career. Mackey shared his story about how he dropped out of college, learned to cook and moved to a vegetarian co-op in Austin, Texas. It awakened his food consciousness and became his passion.
He and his then-girlfriend borrowed and raised a total of 35,000 to open SaferWay, a market and health food restaurant. After two years, SaferWay merged with Clarksville Natural Grocery and reopened as the first Whole Foods. Mackey now leads a corporation of 380 stores with 80,000 employees known as team members.
Mackey says leaders have a responsibility to develop their own consciousness. For him, love means being a good steward of all resources, including employees, investors, suppliers and customers.
Whole Foods extends its practice of leading with love to the earth through sustainable practices.
跟隨你的心
約翰·麥基是全食超市的聯(lián)合創(chuàng)始人和聯(lián)合首席執(zhí)行官冷守，全食超市是一個支持環(huán)境管理的自然和有機(jī)食品市場刀崖。《財富》雜志將全食公司評為2014年最適合工作的100家公司之一拍摇，該公司已經(jīng)連續(xù)17年保持這一殊榮亮钦。
在接受美國媒體主持人奧普拉·溫弗瑞的采訪時，麥基描述了公司的使命:銷售健康食品充活，謀生蜂莉，享受生活蜡娶。他建議在選擇職業(yè)時要遵從自己的內(nèi)心。麥基分享了他的故事映穗，他如何從大學(xué)輟學(xué)窖张，學(xué)會做飯，并搬到一個素食合作社在奧斯汀蚁滋，得克薩斯州宿接。它喚醒了他的食物意識，成為了他的激情辕录。
他和當(dāng)時的女友借了3.5萬美元睦霎，開了一家名為SaferWay的健康食品餐廳。兩年后走诞，SaferWay與Clarksville Natural Grocery合并副女，并作為第一家Whole Foods重新開業(yè)。麥基現(xiàn)在領(lǐng)導(dǎo)著一家擁有380家門店蚣旱、8萬名員工的公司碑幅。
麥基說，領(lǐng)導(dǎo)者有責(zé)任培養(yǎng)自己的意識塞绿。對他來說沟涨，愛就是做好所有資源的管理者，包括員工位隶、投資者拷窜、供應(yīng)商和客戶开皿。
Whole Foods通過可持續(xù)的實踐擴(kuò)展了它對地球的愛的領(lǐng)導(dǎo)實踐涧黄。
Finding Solutions
Since 1948, Kimray has manufactured equipment for the oil and gas industry worldwide. Tom Hill, CEO and chairman of the board, takes a personal interest in the lives, aspirations, families and wellbeing of his employees.
“I’ve learned through the years that every person is living a story,” says Hill. “I may not know all that is going on in their lives, so I need to treat them with grace, patience and understanding instead of assuming everything is okay.”
During an economic downturn, Kimray chose not to lay off its employees. Instead, the company “l(fā)oaned” its employees out to charitable and civic organizations while continuing to pay their salaries. When the downturn reversed, the company brought them back “home” to work, and did not have to retrain them—a win-win solution.
In another instance, when Kimray’s management realized how some poor decisions adversely affected the company, they developed a program, “Character First.” Designed for all employees, the program encourages a culture of good character—the inward motivation to do what is right. Kimray’s program has now been implemented in businesses, school districts and communities throughout the U.S. and in 28 countries.
Hill says, “One benefit of developing a culture of character and leading with love is that it makes Kimray an attractive place to work. We retain good people because they enjoy working here,” says Hill. “We also attract new employees who want to work in a safe, positive and healthy environment, which allows us to have a positive impact on our employees beyond their jobs—to their families and community.”
尋找解決方案
自1948年以來，Kimray一直為全球石油和天然氣行業(yè)制造設(shè)備赋荆。公司首席執(zhí)行官兼董事長湯姆?希爾(Tom Hill)對員工的生活笋妥、抱負(fù)、家庭和福祉十分關(guān)心窄潭。
“這些年來春宣，我了解到每個人都活在一個故事里，”希爾說嫉你≡碌郏“我可能不知道他們的生活中發(fā)生了什么，所以我需要以優(yōu)雅幽污、耐心和理解的態(tài)度對待他們嚷辅，而不是假設(shè)一切都好【辔螅”
在經(jīng)濟(jì)低迷時期簸搞，Kimray選擇不裁員扁位。相反，該公司將員工“借出”給慈善機(jī)構(gòu)和民間組織趁俊，同時繼續(xù)支付他們的工資域仇。當(dāng)經(jīng)濟(jì)衰退逆轉(zhuǎn)時，公司讓他們“回家”工作寺擂，并且不必再培訓(xùn)他們——這是一個雙贏的解決方案暇务。
在另一個例子中，當(dāng)Kimray的管理層意識到一些錯誤的決定對公司產(chǎn)生了負(fù)面影響時怔软，他們開發(fā)了一個程序般卑，“性格第一”。該項目為所有員工設(shè)計爽雄，鼓勵良好品格的文化——做正確事情的內(nèi)在動力蝠检。Kimray的項目現(xiàn)在已經(jīng)在美國和28個國家的企業(yè)、學(xué)區(qū)和社區(qū)實施挚瘟。
希爾說:“培養(yǎng)性格文化和以愛領(lǐng)導(dǎo)的一個好處是叹谁，它使Kimray成為一個有吸引力的工作場所。我們留住優(yōu)秀人才是因為他們喜歡在這里工作乘盖⊙骈荩“我們還吸引那些希望在安全、積極和健康的環(huán)境中工作的新員工订框，這使我們能夠在員工的工作之外對他們的家庭和社區(qū)產(chǎn)生積極的影響析苫。”
Maintaining a Balance
From global to local, these new types of leaders can be found in large corporations as diverse as manufacturing and agriculture to small, family-owned businesses.
Paul Freeman is owner and CEO of Anchor D Bank, with branches in three rural communities in western Oklahoma. He admits it’s easy to get caught up in productivity, spreadsheets and profitability models, but, “While those are tools,” he says, “there must be a balance between bottom-line thinking and doing the right thing—not only for our customers but also for the employee *and *the employer.”
Freeman measures that in customer satisfaction with the company’s products and services. He asks questions like: *Are our customers going to have a better day because of their visit to the *bank? Are they smiling when they walk out?
He says that goes for employees also. Freeman’s bank model is having happy employees because it “transfers to the level of service they provide our customers.” Anchor D works with employees to develop each one’s career path within the bank.
Employees’ personal concerns are also addressed. When Anchor D recognized the stress its employees were under due to their financial inability to provide their children an adequate education, the bank implemented a tuition program to cover post-high school education expenses.
Anchor D leaders experienced an “aha” moment when they realized their goals should not be based on numbers, but instead should focus on the direction they take, and the culture they create, to determine the company’s outcomes.
Freeman says, “If we spend the money to create the best environment, training and culture we can … the rest will come. It’s all about doing the right thing.”
維護(hù)一個平衡
從全球到地方穿扳，從制造業(yè)到農(nóng)業(yè)衩侥，再到小型家族企業(yè)，這些新型的領(lǐng)導(dǎo)者隨處可見矛物。
保羅·弗里曼是Anchor D銀行的所有者兼首席執(zhí)行官茫死，該銀行在俄克拉荷馬州西部的三個農(nóng)村社區(qū)設(shè)有分支機(jī)構(gòu)。他承認(rèn)履羞，人們很容易陷入生產(chǎn)力峦萎、電子表格和盈利模式中，但是忆首，“雖然這些都是工具爱榔，”他說，“但必須在底線思考和做正確的事情之間取得平衡——不僅是為了我們的客戶糙及，也是為了員工和雇主详幽。”
Freeman通過客戶對公司產(chǎn)品和服務(wù)的滿意度來衡量這一點(diǎn)丁鹉。他會問這樣的問題:我們的客戶會因為去了銀行而有更好的一天嗎?她們走出來的時候是在微笑嗎?
他說妒潭，這也適用于員工悴能。弗里曼的銀行模式是讓員工快樂，因為它“轉(zhuǎn)移到他們?yōu)榭蛻籼峁┑姆?wù)水平”雳灾。Anchor D與員工一起開發(fā)每個人在銀行內(nèi)的職業(yè)道路漠酿。
員工的個人擔(dān)憂也被提及。當(dāng)Anchor D意識到其員工由于經(jīng)濟(jì)上無法為孩子提供足夠的教育而承受的壓力時谎亩，銀行實施了一個學(xué)費(fèi)計劃來支付高中后的教育費(fèi)用炒嘲。
Anchor D領(lǐng)導(dǎo)者經(jīng)歷了一個“啊哈”時刻，他們意識到他們的目標(biāo)不應(yīng)該基于數(shù)字匈庭，而應(yīng)該專注于他們采取的方向夫凸，他們創(chuàng)造的文化，以決定公司的結(jié)果阱持。
Freeman說:“如果我們把錢花在創(chuàng)造最好的環(huán)境夭拌、培訓(xùn)和文化上，那么剩下的就會到來衷咽「氡猓”這都是為了做正確的事∠馄”
The Greater Good
The stories behind successful leaders reveal core values that are communicated to employees, both in policies and procedures.
Leading with love does not require a large investment of dollars or resources, but it does require taking a personal interest in the words, ideas and lives of individuals, and appreciating how a company’s success depends on the efforts of all.
And you don’t have to be the CEO of a corporation—although you may be some day—to lead with love.
For example, Demetrius Office, a member of Enid Speakers of the Plains Toastmasters club, in Enid, Oklahoma, started a young men’s basketball group about five years ago to help the players make positive decisions and action plans to improve their lives. He established trust and open communication between the group’s members, but, just when they were beginning to feel confident in the environment, a new member joined and disrupted the group’s unity.
“I knew I needed to strengthen my interpersonal skills to help this individual,” Office says. “That’s when I found Toastmasters.”
Office credits Toastmasters with giving him skills to reestablish trust within the basketball group and lead the members to create goals and a vision for the future. “With the help of my Toastmasters family, I learned to communicate in a way that I could speak from my heart.”
Leading with love offers a formula for success that goes beyond a profitable bottom line and a checklist of achieved goals. Leading with love makes a greater, longer-lasting contribution to the world by impacting, improving and inspiring lives.
更大的利益
成功領(lǐng)導(dǎo)者背后的故事揭示了他們通過政策和程序向員工傳達(dá)的核心價值觀桶现。
以愛為導(dǎo)向并不需要大量的金錢或資源投資，但它確實需要對個人的語言鼎姊、想法和生活產(chǎn)生個人興趣骡和，并明白一個公司的成功是如何依賴于所有人的努力。
你不必成為公司的首席執(zhí)行官——盡管有一天你可能會成為——用愛來領(lǐng)導(dǎo)相寇。
例如慰于，Demetrius Office是俄克拉何馬州伊尼德平原演講俱樂部伊尼德演講者的成員，大約五年前創(chuàng)立了一個青年男子籃球團(tuán)體裆赵，幫助球員們做出積極的決定和行動計劃來改善他們的生活东囚。他在小組成員之間建立了信任和開放的溝通，但就在他們開始對環(huán)境有信心的時候战授，一個新成員的加入破壞了小組的團(tuán)結(jié)。
“我知道我需要加強(qiáng)我的人際交往能力來幫助這個人桨嫁，”O(jiān)ffice說植兰。“就是那時我找到了Toastmasters璃吧￠沟迹”
Office感謝Toastmasters給了他在籃球團(tuán)隊中重新建立信任的技能，并帶領(lǐng)成員為未來創(chuàng)造目標(biāo)和愿景畜挨⊥卜保“在演講會家人的幫助下噩凹，我學(xué)會了用一種我能發(fā)自內(nèi)心的方式來交流≌庇剑”
以愛為導(dǎo)向提供了一個成功的公式驮宴，它超越了盈利底線和已實現(xiàn)目標(biāo)的清單。以愛為主導(dǎo)呕缭，通過影響堵泽、改善和激勵生活，對世界做出更大恢总、更持久的貢獻(xiàn)迎罗。
