Weekly Read Week #9

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Welcome back everyone. Up until last week, things were fairly quiet on the book front. Primarily because that next step, developmental editing, hadn’t begun. Good news. We are in the editing stage now and I must admit it’s a unique place to be. My editor and I have discussed the voice, direction and overall purpose of the book and he’s doing his part to make sure that happens. Which means all I can do is wait and hope…. In the interim, I wanted to share another snippet with you. This one coming from the fifth and final truth: Truth #5 Most high-performing departments require assistance from other lesser recognized departments (Most special operations require non-SOF assistance)

It’s easy to recognize the standouts on your team and understand what can happen if they don’t get the proper recognition. But how often do you think about the supporting cast and the implications of failing to recognize their work?


In a traditional win-win scenario, both sides come away with a sense of having accomplished something significant. No one feels slighted, ignored or as if they were forced to take a losing position. Unfortunately for many, today's workplace could easily be considered a win-lose scenario, where one party has to lose for another party to win. If you are still doing annual reviews that are based on forced rankings, then you know exactly what I'm talking about. The dreaded Bell curve. Based on a 2018 study by the Randstad Staffing group the following three takeaways about career potential were observed:

*Fifty-eight percent of workers agree their companies don’t currently have enough growth opportunities for them to stay longer term.

*Sixty-nine percent would be more satisfied if their employers better utilized their skills and abilities.

*More than half (57%) say they need to leave their current companies in order to take their careers to the next level.

What does all of this mean for you as a current front line leader or future Senior Leader? It's clear that employees are being proactive when it comes to the development of their careers. They aren't waiting for external factors to come together to create a set of circumstances that will advance their careers. Underappreciated employees will leave for more significant opportunities. With each departure, there is the loss of team strength, chemistry, and overall effectiveness. If too many of the supporting members leave you face the risk of having staff who may not be willing or capable of stepping into a supporting role.

Dean McKinney