The day after Christmas a few years ago, I found myself at Best Buy, and the scene was quite striking. It wasn’t just the expected returns line, but the sheer scale and organization of it that caught my attention.
Best Buy had transformed significant sections of their store into return processing zones. They even directed customers with returns to a separate entrance to expedite the process. The number of staff handling returns vastly exceeded those assisting with new purchases. Despite the seemingly long line, their efficient system had us on our way in mere minutes.
This experience prompted me to consider how accustomed we’ve become to quickly discarding things that no longer serve us. Something doesn’t meet our needs? Return it. Not quite what we wanted? Send it back. Even the phrase “New Years” was trending early on December 26th itself. It highlights our rapid transition to the next thing, barely pausing after the present one.
This ease of discarding extends beyond material possessions. Daniel Pink, whom I interviewed on my podcast, shared his approach of being decisive about not working with individuals who don’t deliver desired results. Many respected business leaders echo this sentiment, advocating for swift action when someone isn’t performing to expectations, to make way for someone who will.
I concur with the necessity of addressing underperformance. Managers should be direct and transparent about performance issues and act decisively when necessary. In the long run, this clarity benefits everyone involved.
However, this approach often represents only half of the equation. While it’s crucial to act when things aren’t working, it’s equally vital to invest effort in making things work in the first place.
A common complaint in organizations is “employee engagement,” but the root issue often lies in “manager engagement.” Companies hire individuals or assemble teams, and attention often spikes when problems arise. Conversely, when things are deemed “good enough,” employees are frequently left to operate in isolation. Throughout my career, I’ve heard countless employees express that they barely know or even see their managers.
Marcus Buckingham and Curt Coffman’s book, First, Break All The Rules, references Gallup’s extensive research, revealing that top-performing managers dedicate more time to their best employees. They prioritize nurturing strengths and maximizing potential, rather than fixating solely on weaknesses. They invest where there is already strength and potential for growth.
Yet, much like returning a gift without fully appreciating the giver’s thought and effort, we often fail to truly engage with our employees.
How many of us are genuinely committed to investing time and focused attention on those entrusted with critical tasks? Do we offer our full engagement, or do we, metaphorically, set people aside with the same detachment as unwanted Return Gifts?
By all means, hold your team to high standards and expect them to meet expectations. But ensure you are equally committed to providing the support, engagement, and attention necessary for them to succeed. True leadership involves not just managing returns, but fostering growth and engagement from the outset.
