Principles of a Successful Organization

Lately, I have been thinking about leadership. For people in my inner circle, none of what I am about to write about will be a surprise. However, I’m not sure I have ever documented fully my leadership philosophy outside of bullets and articulating it verbally.

I grew up in a very “Friday Night Lights” like town in northeast Ohio. The town essentially revolved around how the high school football team did on Friday night. It was also, like Cleveland in general, a very sports minded town. As a kid growing up, for whatever reason, I idolized Dick Vermeil, the former Philadelphia Eagles football coach. Even as a kid, something about his approach resonated with me. I could not articulate it then, but I can today. I admired his drive, passion, and care for his players. I heard him give a talk a number of years ago and he shared, what he believed, are the principles of a successful organization. When I heard this, a light bulb went off. Sign me up! That’s me! I am hooked.

Since that time, I have communicated to the teams I lead, this approach. I share, “this is just how I roll.” And I work, each and every day, to live up to this approach in leading my team. Below are the principles and I work to build out some narrative for each of them.

Surround yourself with character people. Woody Hayes, the former Ohio State football coach, used to say, “you win with good people.” Dick Vermeil said, “you win with character people.” I could not agree more on the character people thought. A quick google search says that character are the qualities that make a person distinct from another. To me, a character person is one with integrity who also puts other’s interests before the interests of their own. When hiring, these are individuals I work to have join our team. They are more difficult to find than you would think. Unfortunately, ego and selfish interests often get in the way of an individual’s character.

Work hard. This should be a no brainer. I find people who are generally passionate or curious people are those who work hard. Assuming the work matters to the individual, it then does not feel as much like work. I often ask when interviewing someone, “why would anyone do any more than is just expected?” The variety of answers I receive is multitudinous. However, those who are hard workers struggle a little with the question because the answer is so obvious. Why would you not? How would you not want to do your best, work to achieve, or go above and beyond? People who struggle with this question because the answer is so obvious are keepers.

Be unselfish. This one ties a bit to the character person principle. To operate a successful organization, people need to think of the team or the unit first. The adage, “there is no I in team” comes to mind. I have experienced several teams who play together as a unit defeat teams that have more talented individuals that play for themselves. Those who subscribe to the I-me philosophy have no part in any organization I oversee. From my perspective, these individuals are toxic and can sink an organization or team.

Show people you care. I think this is more than empathy, but empathy is certainly a part of it. Being able to walk in someone else’s shoes is important. Having other people’s perspective is important. Teddy Roosevelt was quoted as saying, “no one care about how much you know until they know how much you care.” When people know you have their best interests in mind, they will go above and beyond. When people know you are authentically in it for them, they will run through a wall for you. Do you have my back? If you do, I am in it with you. This is how you build championship organizations.

Celebrate Successes. This can be often overlooked but it is so important. Don’t forget to breath and take a step back and recognize and acknowledge what has been accomplished. Even small victories. Even private personal victories. Sure, there are always other hills to climb. However, if you pause at the top of one hill and take time to celebrate others and appreciate people for their work – this is also showing you care – they will continue to be in it with you. Sorry. Another adage I learned from Jim Tressel, former Ohio State University football coach, “have an attitude of gratitude.”

This one I edited a little. Put into practice data driven fundamental practices and execute them. This is how you engage in work and the priorities you make for the practices you undertake. I would caution about chasing fads or bright shiny objects. Engage in practices that have stood the test of time. This does not mean running away from entrepreneurial ideas – just make sure it fits into your core operating philosophy. Is it consistent? Being a fast follower with a new technology is not a bad thing because you can learn from the beta of others. Measure as much as you can. Let the data guide you. That said, I caution about getting into a data spiral where instinctual decisions cannot be made. There are times where your gut just needs to lead you if you are keeping true to your principles. However, push the envelope and be as data informed as possible when making decisions. I also caution against chasing the outlier anecdote as a guiding principle. Keep in mind the 80-20 rule. 20% of people will disagree with you know matter what so ignore the noise. Trust the data and keep to your fundamental principles and practices.

Hopefully this has provided some insight that will guide you as you work to lead an organization or team. What is important is that it is authentic to you. There are an inordinate number of leadership principles and practices. I have shared what is authentic to me. If it is not to you, others will recognize it and it will not resonate.