There was something about him.
He was a sociable guy, very friendly and yet he seemed to know when not to get involved in the gossip. He enjoyed a laugh like the next guy, but he seemed to know when not to muck in on a more seedy line of humour.
When people went out for a meal, he would be right there, chipping in, quietly helping out a colleague who might be struggling financially. Never mentioned it, just helped so that everyone had a great time. When the night went on and they moved on to the pubs and clubs for drinks, though, he would discreetly excuse himself.
While others were complaining about what was going on at work with procedures and the lack of leadership and anyone listening, he would just get on with his work and make minimal input in those conversations. He would be among those, however, who shared ideas about how the business could improve. Not only would he share his, but he would encourage others to really think through what they could contribute. How he facilitated that highlighted why he was such a team player. It wasn’t about him first, it was about the team, it was about progress, it was about the welfare of others.
When it came time to select someone to become the new team leader, the team were insistent that he should take the job and the executive team had already noted his qualities that would make him suitable. He did not refuse the opportunity when it was presented and from there things developed even more. Now each member of the team were made to feel crucial to the performance of the team. He instilled in them a sense that the work that they did was so important that every achievement was worth celebrating well and every setback was something the team would rally around to learn from and do better in.
Unsurprisingly the team consistently exceeded all targets set for them. Team members were recognised for their abilities by others and were headhunted to join other teams, but when they did move on, they took with them the values and ethos that they picked up from his team.
The team knitted together and grew so intensely close that when he announced he was leaving the organisation it came as a shock especially to the team. When they recovered, though, they actually appreciated that he was moving on to give them the space to flourish even more without him. They took on the opportunity and developed even more successful teams as a result.
All because of that example of a humble, generous, encouraging figure whose first thought as the need of the team and ensuring each individual in the team saw their worth meant something.
(Photo by Louise Parkes on Unsplash)
For His Name’s Sake
Shalom
C. L. J. Dryden
Life With CD 