Help others reach their full potential...

We learn so much from the cartoon characters of our youth. The lesson here is that all the potential in the world is practically meaningless unless it’s developed into meaningful contributions. I think newly hired employees have this heavy burden – they impressed a hiring manager of their potential and feel they must live up to it during their introductory period. I believe that hiring managers must provide the support, coaching, and sense of security to bring out this potential. And if the employee makes a mistake or falls short, continue that support. Let new employees know what behaviors and results are expected and focus your coaching on helping them learn enough to begin show their potential. This must be a partnership: let your hiring managers know that the burden of making a newly hired employee successful is equally on them and their new employee and that they must do what it takes to put them in a position to be successful. They must understand the enormous investment of getting a new employee hired and trained and that they will be evaluated by how well they secure a return on that investment. In that, they both share the burden of that potential. Make sure you have an excellent training plan to make sure new hires become productive employees today.

 

Charlie Brown is the principal character of the American comic strip Peanuts, depicted as a "lovable loser". The character's creator, Charles M. Schulz, said that Charlie Brown "has to be the one who suffers, because he is a caricature of the average person.

Find work that excites you...

Young people often ask me for career advice – I tell them it starts with what you love to do. And surprisingly, many don’t know. They should start with the school subjects they liked most – science, math, English, history – each can be tied to job choices. If it’s their first job, think about all the work you’ve seen people do, and make a list. While everyone says they like working with people, I ask them to define that, and many can’t. Did they like playing with others in school sports or the band and did they like working with others on school projects. If yes, look for jobs that emulate that and if no, then look for jobs where they can be individual contributors. And when considering a service job, I ask if they like being interrupted – because that happens all the time. It’s best to start with industries, then companies and the jobs within them. Recruiters can tell you about each and you can look up more info online. The point I’m trying to make is this: your work is to discover the right work for you, so take time to whittle the choices down. See if you can shadow someone you know – I did… it was a friend of my parents, and he always took time to talk to me. When I asked, he took me to the paper manufacturing company where he was the HR Manager and though I didn’t know beforehand what that was, he made an impression on me that lasted throughout my career. When that happens, as it did with me, you’ll have found something that you can put you’re your heart and soul into it today.

 

Siddhartha Gautama, commonly referred to as the Buddha, was a wandering ascetic and religious teacher who lived in South Asia during the 6th or 5th century BCE and founded Buddhism.

You have the right to love your job...

When hiring for attitude, passion is a good one to screen for. Problem is, you can’t just ask someone in an interview if they’re passionate about what they do – of course they’ll say yes. Instead, ask them what they like to do best at work, then ask them why. If their answers (that’s right – multiple answers to make their point) don’t include a light in their eyes, a straightening of their posture (almost like they’re sitting on the edge of their seat), a smile that lights up their face, gesturing with both hands, and genuine excitement then they don’t have it. Don’t make excuses for them like it’s not professional to get excited – an interview is the place where they should get excited. Face it – if they don’t get excited there, they never will. But if they do all those things, you’ll know they can be passionate about their work; then remind them when you hire them that you know they’re passionate and you expect them to bring that to work every day. And any day after that when they’re not passionate, find out why. And if the reason is because you and the work environment somehow don’t allow it, fix that. Because the worst thing is to have people with a passion not be able to show it today.

 

William "Willem" Dafoe (born 1955): American actor and recipient of a Volpi Cup Award for Best Actor, nominations for four Academy Awards, a British Academy Film Award, and four Golden Globe Awards. 

Get everyone involved...

The workplace is one of the last great melting pots – companies hire a diverse group of people who then respond to a strong incentive to get along. The trick is for leaders to learn the strengths and weaknesses of their team and manage them appropriately. And creatively. There will be outgoing employees – they’re like an open book. There will be introverts – they need a careful and gentle approach to learn what they can contribute. Angry ones looking for reasons not to get along and quiet ones looking to just get by. This is the perfect environment for unfreezing, team building, and nurturing engaging discussions to break down barriers and open everyone up. Assigning special duties, creating teams, listening to suggestions – all designed to learn what perspectives and ideas they might bring to the group. In this you’ll most likely find the ones who have the most to teach the team. Even if it’s only one thing, something they’ve seen or learned before – those can be gems. Often from the ones you least expect. Teams don’t happen quickly or without a little help – step in when you see openings, engage with everyone (especially those most receptive) – even the slightest ember can be fanned into a good flame. Get everyone on your team involved in the work at hand and see the kinds of learnings that develop today.

 

Malcolm Gladwell (born 1963): Canadian journalist, author, public speaker, podcast host (Revisionist History), and staff writer for The New Yorker since 1996. 

We're captive on the carousel of time...

When people are young, old age seems impossibly far off, too far in the distant future to think about. Once there, it’s hard to fathom where the time went. I can’t believe that I’m now the old guy in the room – I don’t quite feel it (although that’s less true every day) and not sure I measure up to those I used to look up to. I remember meeting the man who mentored my father, and the man who my father mentored who ended up mentoring me; I was in awe of that continuum and am blown away that I’m now older than the guy who mentored my father. When I broke into the gaming business, there were old-timers we sat and listened to who seemed older and wiser than we could ever become; I’m now older than they were then. Truth be told, I feel more out of breath now than they seemed back then, and I’m not sure the breadth of my experience is nearly as deep as theirs was. But that’s the way it is – people listen to our stories like we listened to theirs.  We must accept it when our time comes and use it to help others develop their own perspectives; and learn to enjoy the view of passing times; and remember the mountains climbed. And know with certainty that the youngsters will be right where we are today.

 

Ingrid Bergman (1915 – 1982): Swedish actress often regarded as one of the most influential actresses in the history of cinema.[1]

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[1] She won numerous accolades, including three Academy Awards, two Primetime Emmy Awards, a Tony Award; these accolades make her the youngest performer to achieve Triple Crown of Acting and one of only four actresses to have received at least three acting Academy Awards (only Katharine Hepburn has four).

 

Dig deep to find what you're made of...

My wife and I had the occasion recently to watch a season of Municipal Girls Softball - young teenagers learning the thrills and challenges of team sports. They were learning the sport of softball, the dynamics of team play, and, as Jim McKay of ABC Sports used to say, the thrill of victory and the agony of defeat. With any league play, it kept track of wins and losses, and at the end of the regular season, qualifying teams began a championship series. In this case, it was double elimination. As we watched, one of the teams won their first playoff game and lost the second, after which their players nearly melted down while experiencing that agony of defeat. As spectators, we watched them going through that emotional roller coast and felt their pain. But the games must go on, so we came back the next day to see how they’d do – they were tentative with each other and the game at first, but each found that well of strength that’s the result of a little bit of talent and a lot of hard work. They fell behind and battled back to win their two quarter-final games, qualifying for the finals. Because of rain, the next day’s games were cancelled, and they had to play and win three back-to-back games today to win. And they did! I love team dynamics and often used sport’s metaphors in the workplace, so I’ve seen teams of employees come together, overcome challenges, and accomplish great things. Like those employees, these young girls came together, learned to trust each other, and found the thrill of fighting for a collective achievement.  We cheered and loved the look on their faces at the end. And knew that through it all, they each found out who they could be. A worthwhile and satisfying personal achievement today.

 

Massimo Bottura (born 1962): Italian chef and owner of Osteria Francescana, which has earned three Michelin stars, a green Michelin star, and has been ranked among the top restaurants in the world.

Own your future...

I learned so much opening casinos. The first, Mirage, was a planning project like no other. We studied the opening of more than 200 companies worldwide, finding out what they did that was successful, what wasn’t so successful, and what, if they had the chance to do it again, they would do differently. From that research came the plan to build and open that casino. It was slated to be the most expensive hotel casino ever, and we felt a deep responsibility to get it right. And as soon as the dust settled, we began planning how to do things better the next time, which was how the planning for Treasure Island and, after that, Bellagio began.  It’s the same for any project, big or small. Feeling a sense of responsibility and ownership for whatever is in the future. I love working on projects as part of a team -  where it's like a jigsaw puzzle that each team member has a section of. When it all comes together, the pride of ownership is amazing. At the completion of any project, like on every opening day, most are overwhelmed with the emotions of completing something bigger than themselves. Take responsibility for your future by getting fully engaged in what you’re doing today.

 

George Bernard Shaw (1856 – 1950): Irish playwright, critic, polemicist, and political activist.[1]

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[1] His influence on Western theatre, culture and politics extended from the 1880s to his death and beyond. He wrote more than sixty plays, including major works such as Man and Superman (1902), Pygmalion (1913) and Saint Joan (1923). With a range incorporating both contemporary satire and historical allegory, Shaw became the leading dramatist of his generation, and in 1925 was awarded the Nobel Prize in Literature.

Accountability is a great teacher...

Think about putting today’s quote in your employee handbook and new hire training programs. 

·      Imagine telling employees it’s okay to make mistakes – just be sure to acknowledge them, own up to them, learn from them, and try not to make that same mistake again.

·      Imagine telling supervisors not to expect perfection – that their employees may make mistakes and you should nurture an environment where they can admit and learn from them… and that you support that.

·      Imagine telling department managers to discuss mistakes at their staff meetings – and asking the employee who made one to tell what they learned from that experience.

·      Imagine including a section on your performance reviews that listed mistakes, what was learned, and how an employee didn’t make that one again.

·      Imagine promoting continuous learning, some of which is gleaned from the recovery from a mistake.

Leaders at all levels: 

·      Stop extolling employees to be perfect because perfection is the enemy of good as well as progress… and it overlooks the fact that hardly anyone does things perfectly. 

·      Start extolling your employees to always do their best and when things don’t work out, share it freely and learn how to be better the next time. 

·      Start thanking them for their good efforts as well as for owning up to the ones that are less than good… and learning from both (that's continuous learning.)

Promote accountability:

·      Start in onboarding and job training by showing them you’re there to help them in good efforts and bad. 

·      Let them know it’s safe to tell you and that you’re there to help them be better.

Put that in your handbook and policies today.

Whitney Goodman is the radically honest psychotherapist behind the popular Instagram account @sitwithwhit and owner of the Collaborative Counseling Center, a private therapy practice in Miami.

Say a little prayer...

Prayer serves to express gratitude, seek guidance, give thanks, and ask for needs to be met - it is found in nearly all religions. While many believe it’s a communication with God, what follows is often a human act – usually the result of inspiration. While miracles may happen, these are mostly acts by good and concerned people. Giving their time and energy to someone in need. And while many happen in our everyday lives, others can be found in the workplace. Mirage had a program of organized employee volunteerism that included collections for the needy, time with at-risk youth, and visiting the elderly – I even had the opportunity to lead an employee holiday choir that performed in senior centers and hospitals. We encouraged coaching and mentoring to help employees learn how to get ahead and find answers to career questions. There are more needs than resources and the chance to give to those less fortunate or simply seeking a helping hand should be encouraged by leaders. Whether you’re a community or corporate citizen, the opportunity to get involved is a calling much needed and personally fulfilling. Answer a call from wherever, make a call on your own, or lend a hand if you see one is needed. That’s how prayer works. Find your inspiration to do a good deed today. 

 

Pope Francis (born Jorge Mario Bergoglio; 1936 – 2025): Head of the Catholic Church and sovereign of the Vatican City from 2013 until his death in 2025. He was the first Jesuit pope, the first Latin American, and the first born or raised outside Europe since the 8th-century Syrian pope Gregory III.

Get beyond the buzz words...

Big buzzwords in the world of work are engagement and ownership.

·      Engagement is exemplified through doing and understanding – actively being a part of something, working with others, paying attention, committed. 

·      Taking ownership at work means being accountable for your tasks, decisions, and the result that comes from your efforts. It's about recognizing the importance of your role and that you can make a positive impact. You don't wait for someone else to solve your problems or tell you what to do.

These two often go together but don’t have to. You want every employee to be engaged – actively involved, always interested, doing their best. It’s what makes them feel a part of the organization. But not everyone will want to take ownership – your job is to know which ones are naturally attuned to each of these levels of involvement and manage them appropriately. It’s not uncommon for an engaged employee to grow into a sense of ownership – pay attention if they do and grow your supervision appropriately, offering more responsibility and accountability. These will be your future leaders, part of the growth of the organization. But either way, involvement is the most powerful weapon a team or organization can have.  Get engaged with your employees and develop their sense of involvement today.

 

Patricia Susan Summitt (1952 – 2016): American women's college basketball head coach and college basketball player who served as the head coach of the University of Tennessee Lady Vols basketball team from 1974 to 2012. 

https://en.wikipedia.org/wiki/Pat_Summitt

Make sure you have the right tools for the job...

I grew up with Captain Kangaroo; I sort of remember Howdy Doody and Clarabell the Clown, but the Captain and Mr. Green Jeans were there every day for me – literally, as his show premiered on my 5^th birthday.  I saw this quote and again thought about how parents at home with children and supervisors at work with employees have roughly the same relationships and responsibilities. In their roles, every word, movement, and action has an effect – indeed, no other person or outside force has a greater influence on a child than a parent or a supervisor on an employee. Through so many formative events, they are the primary supervisor, teacher, and role model. Employees and kids watch and listen closely, soaking up what these people say and do. That’s why parenting skills training for new parents and soft-skills training for new supervisors are so important. For the latter group, courses on how to (1) be a leader, (2) communicate effectively, (3) coach appropriately, and (4) handle difficult conversations professionally should be mandatory. In big companies and small. Big companies have HR departments who should be given the funding and mandate to provide these. And small companies that may not have the resources can get these courses from their local community colleges or online. Both should make it mandatory. Even in tough times – don’t cut this training. Give your supervisors the tools they need to be effective today. 

 

Bob Keeshan (1927 – 2004): television producer and actor.    He created and played the title role in the children's television program Captain Kangaroo, which ran from 1955 to 1984. He also played the original Clarabell the Clown on the Howdy Doody television program.

Only make promises you can keep...

‘Keep the Promise’ was Mirage Resorts’ mission statement – for guests and employees. When initially building that brand, large signage at the construction sites teased the public about what was to come. Making big and bold promises of beautiful spaces and amenities. The Mirage volcano foretold a Polynesian themed splendor that whetted the appetites of future visitors; same with the fountains at Bellagio. The anticipation drove marketing and recruiting excitement. Meanwhile, internal communications stressed that while a building might draw guests once, it was the promise of outstanding service that would keep them coming back. Brands making promises to customers, like management promises to employees create bonds that establish trust and loyalty. For employees, those promises included extensive job and professional training, career opportunities, an enlightened management style, and employee workspaces and dining rooms that rivaled guest décor and amenities. Because happy employees make happy guests. Today’s business environment is filled with competition for both, and because customers and employees can vote with their feet, it’s good business to consistently deliver on the promises made to them. It's been my experience, however, that while customers expect promises that are kept, employees are more wary based on mixed experiences they’ve had or heard about. Whatever business you’re in, it pays to make and keep meaningful promises to your employees today.

 

Bernard Kelvin Clive is a distinguished author, speaker, lecturer, and corporate trainer, recognized as Africa’s foremost authority on personal branding and digital publishing.

https://bkc.name

Plan for the long haul...

This reminds me of all the casino properties I opened – each felt like a marathon. During the first, The Mirage, we were so filled with enthusiasm that working 12+ hour days seemed fun. Then one day we learned that a middle school child of a husband-and-wife management couple was falling seriously behind because neither of the parents were home enough to supervise his studies. The news hit us like a two-by-four – we were unbelievably oblivious to the impact our work was having on our employees’ families. Sitting here writing about it embarrasses me all over again. We mistakenly praised unchecked perseverance… and it happens in many companies, big and small. That incident kicked our appreciation for work-life balance into overdrive: we set up study halls so parents could be with their children and children could see their parents at work and gain an appreciation of what they did. And it taught us the value of pacing the demands we placed on managers and being more open to creative scheduling. Today there are software programs that allow employees to swap shifts if needed, a great policy improvement that benefits everyone. Don’t get so caught up in your work that you lose sight of the other important things in your life. Think of work not as a long race but as many short races that can be more easily managed today.

 

Walter Elliot (1888 – 1958):  A politician of Scotland's Unionist Party prominent in the interwar period.

Work at working together...

Life is about compromise – that’s the art of getting along. While that concept seems to have been abandoned in politics, in workplaces everywhere it’s alive and well. Where people work together to get things done, to keep production moving, and to meet expectations (customers, colleagues, management, and other stakeholders). Whether things go as planned or must be improvised, it’s a constantly changing choreography where each employee gives and takes happily and fairly, for the greater good. Where no one’s keeping score. Leaders oversee more than supervise this because it’s more process than policy – some may be scripted, but most is intuitive. Those who fight it might be harmed; those who go with the flow get along and ahead. It’s called teamwork and it works because of the training, practice, real-time communications, and reinforcement… it’s what makes work… work. Something you want to get up and go to every day. Loyalty to this is shown by an active willingness to participate. And it’s rewarded with loyalty in return. I’m always amazed that the same people who might not see eye-to-eye outside of work, get along, acting unselfishly and with genuine commitment and concern. Because of the shared objectives related to what they do together there. Make work a place where psychological safety encourages teamwork and loyalty today.

 

James Oliver Rigney Jr. (1948 – 2007), better known by his pen name Robert Jordan, was an American author of epic fantasy.[1]

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[1] He is best known as the author of The Wheel of Time series, which comprises 14 books and a prequel novel. The series is among the highest selling book series of all time, with 90 million copies sold.[2] In his earlier career he became one of several writers to produce original Conan the Barbarian novels; his are considered by fans to be some of the best of the non-Robert E. Howard efforts. Robert Jordan was the most well-known of several pen names he used, adopting different monikers for different genres.

 

The time to be bold is now...

While my daily quotes may seem focused on world events, they speak to me about the lives and careers of employees in companies big and small. People who must work to support their families, at work every day, trying hard, looking to get ahead, and hoping to be treated fairly. Work, in good times and bad, presents challenges and opportunities and all they want is a chance to show what they can do and get ahead. So much of their lives is bound up in the skills of their managers and supervisors who, for me, are the unsung sheroes and heroes in every company. Many get promoted from within because they’re good at what they do and are always there. For them, the job is neither easy nor comfortable, stuck as they are between their employees and their employers. The best companies know of their importance and focus on providing both soft and technical skills training for them. So they can dare to be great – being coaches, mentors, and role models; and can endure the ups and downs that they must smooth out to keep their peeps focused and motivated. Effective leaders make time for these troopers – visiting them on the floor where and during the shifts when they work, talking with (and not at) them, and building loyal relationships with them. The moral of this story: strong mid-level managers make strong companies today.

 

Sir Winston Leonard Spencer Churchill (1874 – 1965): British statesman, military officer, and writer who twice was Prime Minister of the United Kingdom. 

A promise made should be a promise kept...

This was one of my mother’s favorite sayings – to her, keeping your word was the hallmark of a good person. It’s also in a book I love called Mommilies (https://momilies.net)  – things your mother used to say, some of which apply to work. Saying you’re going to do something creates expectations, a reliance that you’ll finish it, other companion actions, and countless ripple effects if you don’t finish it – one of which is that people won’t trust your subsequent promises. I once saw a survey that claimed the #1 reason people were or were not loyal to their boss was based on whether they did what they said. Remember: you always have a chance to consider whether to make a promise like this – before you do, consider all the circumstances, get advice if needed, and let others know if and why you can’t or won’t; but once you do, finish it. And if for some reason you then can’t finish, let everyone know immediately. Don’t be so cavalier about making promises – too often, people say yes to something before thinking it all the way through. I’m sometimes guilty of that. But if you do say yes, give it your all and finish it. Don’t dawdle – that’ll only make you feel worse. Finish what you start today.

 

Epictetus (c. 50 – c. 135 AD): Greek Stoic philosopher.