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|
APRIL2017
|
41
GROW
is Overrated: And 51 Other Leadership
Principles to Revolutionize Your
Workplace
, suggests doing these six
things to create a great culture in which
managers remain engaged and thriving:
1
Train them so their blood pulses with
the mission, vision and values of
the organization.
2
Set them up to succeed and
tell everyone they have your
full con dence.
3
Give them the authority to make
decisions and set direction for their
areas of responsibility.
4
Get the heck out of the way and let
them lead.
5
Be available as a sounding board
to help them determine the right
course of action.
6
Celebrate their wins publicly
and reward them with greater
responsibility when appropriate.
Identifying New Managers
The other half of the solution is to
establish a pipeline of new managers-in-
waiting to keep your leadership bench
strong and spur your company to new
heights. Your organization is probably full
of “hidden leaders” who are committed to
their jobs and to the organization.
In
The Hidden Leader
, authors Scott
Edinger and Laurie Sain have developed
four key indicators to help you identify the
hidden managers in your organization or
on your team.
1
They demonstrate integrity
,
consistently displaying a strong
ethical code of conduct that’s
focused on every employee’s welfare.
eir consistent adherence to their
beliefs makes them predictable
and dependable, and they have the
courage to do the right thing even
when it’s di cult.
2
They lead through relationships.
ey get along with and value others.
ey lead and inspire because of who
they are and how they interact with
others and they don’t depend on
their position to in uence the actions
of others.
3
They focus on results.
e hidden
leader maintains a wide perspective
and acts with independent initiative.
ey use the end to de ne the
means, which can mean working
outside of strict processes to achieve
results. ey aim for their goals and
feel responsible and accountable for
achieving them.
4
They remain customer purposed.
is
is di erent than customer service—
it’s an awareness of how an action in
a speci c job a ects the customer. It’s
a big-picture focus and having a deep
understanding of the customer value
promised by the company.
Michelle M. Smith, CPIM, CRP, is vice president, marketing at supplier O.C. Tanner. She
has been named as one of the Ten Best and Brightest Women in the incentive industry, a
Change Maker, Top IdeaMaven and President’s Award winner, and is a highly accomplished
international speaker, author and strategist on performance improvement. A respected
authority on leadership, talent and employee engagement, she’s a trusted advisor to many
of the world’s most successful organizations and the governments of the United Kingdom
and the United States. Smith was the founder and chair of the editorial board for
Return
on Performance
magazine, and has been featured on Fox Television and the BBC, and in
Fortune
,
Business Week
and
Inc
. She contributed to the books
Bull Market
,
Contented Cows
Still Give Better Milk
and
Social Media Isn’t Social
. Connect with her via LinkedIn or Twitter