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They were discussing the various aspects of purchasing at Costco and Sam’s Club, especially that of buying in bulk. The two radio talk show hosts lamented that they lived in small quarters and simply couldn’t take advantage of the longer term supply that buying in bulk affords. Said one, “Never running out of toilet paper and coffee is my idea of good living.” Elegantly said. Okay, maybe not so elegant.
How would you define “good living”? Since you’re the leader, even more important is how those who look to you for leadership at your shop define “good living”; i.e. how they define what is important to them. There are some things that mean a lot to them and they expect you to know about those things and do something about them. It’s the, “If you loved me, then you’d know,” kind of magical thinking. Perhaps it’s unrealistic, but still, we humans do that. Too bad you aren’t clairvoyant. So, what’s a leader to do?
Because you really do care about your people, you can demonstrate it by simply asking what makes for good living for them. Here’s how that works, step-by-step:
- You care enough to ask what they call “good living” – what’s important to them – and then take appropriate action.
- They get the message that you care about them.
- They become more engaged, ramp up their discretionary effort and then everyone gets more of what they want and less of what they don’t want. Including you.
Creating “good living.” It’s a good thing.
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