Six Years and Counting
I started this blog six years ago today (time flies when you’re having fun…) on the advice of a young publicist who worked for the publisher of my first book, Growing Great Employees, which had just been launched. I remember clearly being daunted by the suggestion: I knew what a blog was, I had actually read some blogs. But to create my own?
She recommended that I go to TypePad, where there was a really good, remarkably simple set-up-your-own-blog tutorial. A few hours later: voila! Blogging!
So here we are, six years later, and social media is not only not daunting to me – it’s fascinating, fun and useful. My social media platform has become a big part of my brand – this blog, my Forbes blog, twitter, facebook, the Insider List, our LinkedIn group, Pinterest - and a great way to interact with people who share an interest in our work around leader readiness. A big change in a fairly short period of time.
But, on the other hand, some things are remarkably consistent over time. My initial post was about Robert Nardelli, who had just gotten fired from Home Depot. And even that specific situation is no longer current, the point of the article (that leaders ignore the “people part” of business at their peril) is still completely relevant. An excerpt:
At the same time, we’ve relegated the actual nuts-and-bolts people part of leadership – finding great people, bringing them into the organization well, providing them with the skills and knowledge they need in order to support the organization’s success – to a kind of second-class citizenship; it’s there, but it’s not nearly as interesting or sexy. Even though we all nodded wisely when Jim Collins told us, in Good to Great, that the first task of a “Level 5 Leader” is to get the right people on the bus, sitting in the right seats (yes, we knew that! we said to each other), we still behave as though people management is a kind of necessary evil; something that middle managers do when they’re not doing their real jobs. Company sloganeering about “people are our most important asset” and “we grow and develop our people” aside, people leadership is just not that cool these days. Executives even say, disparagingly, of other executives, “Well, I guess he or she is a good manager” – implying that the person is a plodder, not innovative, not much of a leader.
I wrote a post a few months ago at Forbes titled “Manage or Lead? Do Both.” – making pretty much the same point.
In other words, 6 years and over 400 posts later, even though social media has evolved dramatically, creating new business opportunities and consumar expectations in its wake; even though the entire media landscape overall is morphing even as we speak; even though national and global economies are transforming; even though a new generation is coming of age…still, the core elements of leading and managing remain the same – they’re based on timeless human needs and aspirations.
In fact, I’ll make a prediction: I believe that six years from now I’ll still be writing about managing and leading well, in a way that inspires and elicits people’s best, that builds strong teams and organizations and creates great results. I’ll be talking about why it’s important, what gets in the way, and how to do it. I’ll be inviting you to share your experiences and insights as well, so we can all keep developing our understanding and putting it into practice.
I’ll see you there…