Everyone, at one point or another, has caught themselves being selfish – business owners are no exception. There’s nothing wrong with looking out for number one; we all should. It’s our responsibility so we aren’t a burden on others. However, when you’re in a leadership position, directly prioritizing your wants and needs can be counterproductive. If that’s your primary approach, you might need to rethink if leadership is right for you.
I once heard someone say something that has stuck with me ever since: “If you make it about them, it becomes about you.” What does that mean? When you genuinely care for and invest in others, they, in turn, invest in you and the collective goals. I’ve seen this time and again in successful business leaders – they are hyper-focused on their people, and their people drive exceptional results and nurture the business. Conversely, failed leaders are often self-serving, always prioritizing their own needs and wants, and their teams reflect this lack of care, becoming disengaged and indifferent to outcomes; even mirroring the selfish behaviors of the leader by not nurturing their work environment.
But how does this translate to tangible actions in your business? Can you be a good leader in a poorly structured business? Perhaps. Will the people help carry the weight of the business when their jobs aren’t designed to empower them to get the best result with the least friction? Not likely.
Let’s step back from business thinking and consider simply how living things react to their environment. Image these two scenarios:
- An apple tree stands in the orchard, but its branches are bare. The few apples that did grow are small, wormy, and mostly fall off before ripening. The tree gets minimal water, and the soil around its roots is compacted and full of weeds. The owner sighs and thinks, “what a pitiful tree”, wishing they had more apples to sell.
- An apple tree standing in another orchard bursts with ripe fruit, its branches heavy with a bountiful harvest. The tree has plenty of water, and the owner has kept the ground clear of weeds. The owner notices something interesting: the tree itself is strong. Its roots run deep, anchoring it against strong winds. Fallen leaves decompose at its base, naturally enriching the orchard’s soil. The owner recognizes this resilience is partly due to their care, but also the tree’s inherent strength, now amplified by the thriving ecosystem they’ve helped create.
Now, reflect on those you lead. What fruit are your trees producing? Are they enriching the orchard’s soil, or are you demanding without nurturing? Is your business providing your team with an experience they value and preserve for their own well being? Or are they simply there because they fear change or lack alternatives?
If you want to reduce the burden on yourself, start by reducing unnecessary stress on your team by removing as many obstacles as possible that interfere with the results the business needs. Create a positive, supportive environment. It’s human nature to preserve and contribute to what is good in our lives, and work is a fundamental aspect nearly every human wants to support. It’s your job to design the work environment they want to support and preserve, and if you take this to heart and do so, your investment will be returned tenfold.
Want to truly understand how your team feels about your business? Take some time to reflect on their actions and behaviors, not just their words. Actions and behaviors precipitate from attitudes, and attitudes are the product of perspective. If you see a trend in actions and behaviors, you may need to take steps to change the way they see your business by adjusting their work experience. Of course, one bad actor is probably an indication of a different problem.
One more thought, this doesn’t mean you should be soft all the time, people-pleasing your employees. Sometimes, reducing the burden on your team means making quick decisions and providing clear direction, even if you can’t fully explain the “why” at that moment. This “because I said so” approach is appropriate when time is short, when revealing your reasoning isn’t strategic, or when you have a hunch and need your team to trust your judgment. However, keep in mind that when you take this approach, positive results must follow swiftly. If they do, your credibility will soar. If not, you risk damaging your credibility beyond repair.
As leaders, we shape our team’s environment and, in like kind, they help shape the environment, as well. By choosing care and investment, we set the stage for engagement, loyalty, and exceptional outcomes. Is your orchard producing fruit and becoming self-sustaining? Choose your priorities wisely.