What if we turned our leadership development program upside down? What if we looked at developing our organizational leadership skills and capacity from the bottom up, not from the top down? Let me explain. In the United States alone, we spend hundreds of millions of dollars every single year on top line management, middle management, down to frontline leadership to become better leaders. There is nothing wrong with that. Here's the challenge. We have a major percentage of our people that are typically individual contributors or employees. Typically there's about a ratio of one to seven, maybe one to 10 leader to a number of employees that a leader would be managing. Now, with that being said, here is the funny thing, every organization we've gone through and worked with, and every leader that we've talked to bring up the same things that they go through when they're trying to lead their employees.
This does not mean they do a flawless job of leading their employees. What it means is there's an opportunity to look at this differently. Let me explain. Every company will say, well, have you ever worked in this industry? You know, our industry is really different. Every single industry, every single company from across industries bring up the same things: Feedback, attitude, motivation, teamwork, etc. Here's the funny thing. Think about high school. Think about college. You entered this thing called the workforce, the workplace after high school or college, maybe eight to 10 years later, or if you're right out of high school, four years, and you are thrust into this submissive position for lack of better description. You're now in front of someone called a boss as corny and as theatrical as this sounds. Think about that.
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