Strategy #13A: Encourage people to be (genuinely) authentic

Herb Kelleher is chairman of Southwest Airlines; he was once featured on the cover of Fortune magazine as the best CEO in America. When he was asked in an interview what he would tell a young person just coming into the world of four, he replied with these two simple words: “be yourself.” He said that too many people lose their own identities in their quest to become “corporate clones.”

Does this advice work?

The results speak for themselves: Southwest Airlines has been America’s most successful and profitable airline since the day it opened its doors, and one of the company’s key distinguishing characteristics has been encouraging people to be genuine and authentic. Southwest is recognized as being one of the best companies to work for in America, and has about 400 people apply for every single job opening. And they’ve managed to turn the unique character that each employee brings to work into a decisive source of marketing advantage in a very competitive industry.

Question:  Do you not only tolerate but encourage your people in their personal strengths and talents, and even in their own little idiosyncrasies? Corporate culture is like a patchwork quilt: the most interesting ones are variegated.  It’s the same with an organization. How can you, within the overall values and philosophy of your organization, encourage people to bring their own authentic selves to work every day?

“Being in business is not about money.  It’s a way to become who you are.”

Paul Hawken: Growing a Business

Strategy #13B: Have a “Bring a Strength to Work” day

Remember the nurse I mentioned above who writes poems for her patients?  Writing poetry is not in that nurse’s job description. She does not get paid extra for doing it, and I doubt that her poems get mentioned in the annual performance appraisal. But it’s one of the most personally rewarding activities she does in her work. In fact, she considers writing these poems to be more a part of her “nursing” profession than many of the other routine activities that she’s expected to undertake as part of her job description.  Not only that, her patients will still have those poems long after the clinical notes, discharge summary, and other “quality indicators” have been filed away. In their eyes, the poem might have been the highlight of their hospital stay, the one thing they are most likely to tell the neighbors about.

We all have strengths and talents, but in most cases these are not called for in our job descriptions. According to a poll conducted by the Gallup opinion research organization, 80% of us believe that our greatest strengths are not used on the job. Eighty percent!! This is, of course, a significant opportunity cost for the organizations we work for. But the greatest tragedy, by far, is the person who retires with a gold watch after 40 years on the job, and was never asked (and never offered) to share such an important part of themselves. But what if we could tap into all of those hidden strengths, building a stronger and more diverse organization – and in the process helping our people shine.  Wouldn’t that be the ultimate triple-win? Management gets better ideas and new talents, customers get better service, and employees are recognized for their work.

Here’s a great idea:  Many organizations have a “bring a child to work” day. What if, in a similar fashion, you had a “bring a strength to work” day? What a great opportunity for people to shine!!! They’d feel better about their work and themselves, and (who knows) you might discover some incredible assets that up until now have been hidden deep within your organization.

“When shaping and building an organization or your own personal future, unearthing your own strengths, and those of others, is one of the most valuable discoveries any leader can make.”

Donald O. Clifton and Paula Nelson: Soar with your Strengths

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