I rarely share my personal leadership experiences in Junto. But there is one I tend to think about and talk about more frequently than others because of the impact it has had on our work, effectiveness, and consistency: the use of standards and protocols.
Over the years, a number of leadership practices have been attempted, experimented with, and adopted by Junto companies. These practices are a result of shared experiences from their Mentors, all of whom are seasoned operators and entrepreneurs who believe that decision-making might be the most important role of any leader.
I was inspired to write this post after reading an article yesterday by Gallup called "The No. 1 Employee Benefit That No One's Talking About." Here's an excerpt that summarizes the piece:
One of the first classes in the initial cohort of The Junto Institute's Apprenticeship program changed the way I will forever think about managing performance and leading people.
Learning how to hire well is the hardest thing about growing a company. What I mean by "well" is hiring the right person for the role the company needs to fill, and at the right time.
Updated December 26, 2016
I recently led a workshop for the JuntoCompanies on what I call the "strategic core": a firm's vision, mission, and values (VMV). I usually don't teach in our program nor deliver formal presentations so this was an exception.