One of the most important characteristics of a People-First™ Leader is that they are self-aware.
Self-aware?
Here’s what I mean. (1) They understand why they respond to others the way they do, and (2) they understand why others respond to them the way they do.
Why is this important?

A few weeks ago, we had a follow-up workshop to our annual Create Yourself goal setting seminar. I was so inspired with how much progress people have made since that first session in mid-January. Several people have created financial plans, others have made steps toward a career transition, and one person has stopped smoking.

Now that's what I call timely and meaningful change.

During our follow-up session together, we brainstormed about ideas to stay on track, focused, and accountable throughout the year. I thought I would share those with you today.

I had just returned to my hotel room after a beautiful sunrise run in Washington D.C. where I am attending an Inscape Publishing conference. While enjoying a cup of post-run coffee, I read an article about a former NASA official (he served as the NASA Chief of Staff and as its liaison to the White House) who was “charged with using his government position to serve his own financial interest.” If convicted, he could face 15 years in prison.
That’s not leadership!

Last weekend I returned home from a month in Ecuador. The focus of my trip was a climbing expedition to some of the most remote and beautiful volcanoes in the world towering between 16,000 - 20,000 feet above sea level. My time in Ecuador was marked with excitement, adventure, and challenge as our climbing team dealt with deteriorating weather and dangerous avalanche conditions. Through all of that, I enjoyed the serenity of being removed from everyday life and focused on climbing.

I had already gone down the path of following some of my dreams. I'd moved to Colorado in 2001 where my passion for climbing could thrive. I'd bought a house, and I started a business. But something was holding me back. I had an addiction to nicotine that was controlling my life. It started 11 years prior while in Ranger School during my time in the U.S. Army. Ranger School is one of the Army's most difficult combat leadership schools.

I work with clients every week to help improve engagement, collaboration, retention, and productivity. And I know that when the term "performance management" comes up everyone either starts laughing or running.

How can you help retain winning talent?
• Help your leaders understand that retaining people is not an "HR" problem, but a leadership problem. In most cases, people leave their managers, not their organizations.

During tough economic times, we are often asked to do more with less. How can you help your team be more productive?
• Stay clear of turf wars and politics. Focus on team goals and not just your individual job responsibilities. Think beyond your job description. Break down the barriers and silos between teams and sub-teams.
• Clarify roles and responsibilities with your manager, and make sure that everything you are working on is aligned with departmental goals and strategic objectives of the organization.

Delegating is a skill that all leaders need to maximize their effectiveness. Delegating benefits the team leader, the team member, and the organization. Successful delegation raises the team leader's output as soon as he/she begins to achieve results through the multiplied efforts of others. When others perform tasks that the team leader has assigned, the team leader gains time for planning, organizing, directing, and controlling.

As a leader, if you want to keep a team member, there must be advancement and development available. Although career advancement is largely a corporate influence issue, your actions as a leader can still have a significant impact. This includes career counseling, helping the team member network within the organization to increase his/her visibility, and assisting in the preparation for and pursuit of alternative positions within the organization.