True Believers

How to build a circle of true believers around you.

Last issue I discussed the hidden evil that dealers must sometimes face. It is the mislaid trust placed in a person not worthy of it. As I said, “these wolves in sheep’s clothing can do untold damage if not spotted and rooted out. I’ve found that one of the hardest tasks I face in retail consulting is getting an owner to face the hard truth that their trust has been misplaced.”

Ideally, you want to surround yourself with what I call “A Circle of True Believers.” These are the people who share your vision and passion. They are people to whom you give your trust and loyalty. 

But, people being people, some of these folks are quietly at work, like termites, undermining your operation. So, just how do you correct such a situation? Fortunately, there are “tells” that can help you identify these black sheep. Firing an associate or advisor is always stressful, and you may feel guilty about it. But remember, you owe it to your family, your community, and your loyal staff to remain a viable enterprise; keeping someone on who does not share your passion—or worse, intends to do you real harm—will only invite eventual ruin. Believe me, I have seen the damage these people can do first-hand.     

Before I list the telltale signs that can help you identify people who don’t deserve your trust, you should always keep the following in mind: the company needs its leader—and you are that leader—to act like one. You should also self-evaluate yourself to see if you are the problem.

Are they “always in a fight” mode or some other drama?

If they talk bad about other people, businesses, and even their own family, you must understand such behavior has no boundaries. One man we met found great joy in being angry all the time at matters outside the business. Eventually his anger came inside, and everyone suffered. These “angry at the world” souls need our prayers, but do not let them stay in your world. 

Do they show the “other face?”

Deception is normal behavior for these folks. They will show one face to you—they are masters at sucking up to the boss or owner—and an entirely different one to customers and subordinates. Observe their tone when they speak to others; that’s when they will reveal their true colors.

Are they micromanagers?

Department heads or other managers who dominate people, decisions, and processes will ultimately derail team morale. Micromanagers operate on their own wave length out of a need to exert power and control. Such control often generates fear, which undermines staff performance. Micromanagers will never accept blame for poor performance. It is always someone’s else fault. I met one manager who regularly said, “It was a complete disaster,” no matter the situation. It was an attempt to deflect blame from himself.

Do they squash the ideas of others?

So-called leaders who say they want an innovative team or culture and then turn around and kill any new idea brought forth are subconsciously sabotaging the creative process through a top-down approach. This also holds true for those who steal or take full credit for an idea offered by a fellow team member. 

Do they fail to actively listen?

The lack of active and respectful listening and two-way communication is a clear shortcoming for many so-called leaders. These folks don't want to listen to the ideas, opinions, and constructive feedback of others. They operate in an ego-system rather than an ecosystem. Working with this type of leader is exhausting.

Do they ignore people's natural desire to grow?

A manager who treats team members only as worker bees rather than valuable assets that need to be nurtured are only interested in soul crushing. Such behavior masks an insecure personality, one driven to ensure that others are made to feel inferior. “They are just lucky to have a job” is an absolute engagement killer.

Do they say, “I told you so” or “I knew that would not work?”

I saw this behavior mostly between malfunctioning partnerships and executive staff. One goes after the other mostly to deflect a closer inspection of their own performance.

Armed with this knowledge, you should now trust your instincts, trust your eyes, and trust your ears. Then act. Yes, you will be shocked, disappointed, and even heartbroken when you eventually unmask the culprit. When trust is broken, hurt is inevitable. The upside is that once this cancer is removed you will have a much healthier company, one in which all will benefit. Stores that operate with a “no fear” culture and loyal, compassionate leadership see greater engagement from the staff. That leads to a happier environment, a force multiplier for greater revenue growth.

The Simple Truth is to build a circle of true believers around you. That is one of the keys to long-term success.