Many leaders feel stuck. They wonder how to inspire teams without raising their voice. They see the need for change but struggle with implementation. The secret to lasting success? It lies not in working harder, but in growing smarter.
This involves clearer vision and stronger connections within your organization. Tim Staton and guest Sharyn Abbott explore how to break old cycles. They discuss building something enduring for yourself, your team, and future generations.
For over 30 years, Sharyn Abbott has been a speaker and author. Her books include Mix It Up: The Entrepreneur New Testament and Jobs: Just Overbroke Syndrome. She also founded Ultimate Business International. Her upcoming book, Growing in the Leadership, offers fresh perspectives.
Sharyn Abbott has trained thousands of entrepreneurs. She has worked with Fortune 500 teams. Her insights even featured on The Oprah Winfrey Show, discussing positive communication. Her background provides a unique lens on leadership.
Sharyn Abbott shares her unique upbringing. She grew up in a family with many abuses. This experience, though difficult, taught her about human behavior. She developed an ability to quickly assess needs and pain in a room. This allowed her to connect with people.
For instance, at Chamber of Commerce meetings, she would help “wallflowers.” She introduced them to others. This shifted attention from her own discomfort. It allowed her to adapt and make connections for others.
Sharyn Abbott faced challenges like stuttering until age 15 and dyslexia. Instead of letting these hinder her, she learned to use them to her advantage. This mindset of turning obstacles into opportunities shaped her career. It highlights a core principle of resilient leadership.
Her journey into sales began unexpectedly. After 20 years in the printing industry, a company observed her client interactions at trade shows. They saw her ability to connect and persuade. This led to a career in sales, working with major corporations.
In the San Francisco Bay Area, Sharyn Abbott worked with top companies. These included Hewlett Packard, Varian, and Sandia Labs. She interacted with vice presidents and presidents. This gave her an inside look at departmental leadership.
She observed different management styles. She saw what worked and what didn’t. She noted how varying environments, like the “softer” Varian versus the “to the wall” Hewlett Packard, shaped employee behavior. These observations formed her understanding of effective leadership.
One Hewlett Packard manager particularly stood out. He remembered every employee’s birthday. This small act of kindness showed genuine care. For Sharyn Abbott, it was unusual and powerful. It demonstrated the impact of personal connection.
Sharyn Abbott believes leadership has become more impersonal over time. While the positive impact of heart-centered companies is proven—more profitable, more productive, better retention—many companies still operate differently. She cites the Institute of HeartMath’s research supporting this view.
An example of impersonal leadership came from a client’s fiancé. His boss demanded he return from a family Thanksgiving trip. The consequence? Losing his job. This illustrates a severe lack of empathy and respect for employees.
Such actions destroy loyalty. Employees push to their limits often leave. They seek environments where they feel valued. This behavior, prevalent in 2008 layoffs, still persists. Companies laid off staff, leaving remaining employees to shoulder the extra work. This led to widespread resentment.
Many employees felt abused. They sought more stable companies. They wanted to avoid the stress of job insecurity. Sharyn Abbott questions why leaders haven’t learned from past economic downturns. She points out that boards often prioritize profitability over ethical operations.
Sharyn Abbott observed a surprising trend in Utah. Despite a seemingly softer, community-oriented culture, business practices could be harsh. She described situations where individuals would “go to church on Sunday, but then stab each other in the back on Monday.” This reveals a disconnect between stated values and actual business conduct.
This mentality, prioritizing cutthroat competition, is detrimental. It fosters an environment of distrust. Ethical profit, one that serves the company’s focus and its people, contrasts sharply with profit for profit’s sake.
Sharyn Abbott emphasizes the importance of investing in employees. Her own experience at a Fortune 500 company shaped this view. They provided rigorous sales training and Dale Carnegie courses. This continuous education transformed her from an introvert to an effective communicator.
This investment developed her ability to combine introvert and extrovert traits. She wanted to create a similar structure for her employees. Her policy: if a job opens, they will train employees for it. She wants them to be happy and excited about their work.
A key principle for Sharyn Abbott is flexibility in development. She avoids a one-size-fits-all model. Every personality is different. Her tenth book, About Face, Treats, Telltales, helps understand personality types from facial cues.
For example, an analytical personality wouldn’t thrive constantly on stage. Forcing someone into an unsuitable role leads to dissatisfaction. Learning styles also vary. Some learn kinetically, others visually or audibly. Some need repeated guidance.
Her training division has the freedom to create customized programs. This includes sending employees to week-long trainings to upgrade skills. This personalized approach ensures each person gets what they need to grow.
A significant benefit of flexibility is employee retention. The cost of hiring and integrating a new employee is around $21,000. Building a system where employees feel valued reduces turnover. They are more likely to seek new opportunities within the company.
A disgruntled workforce is unproductive. Sharyn Abbott recalls seeing 21 people playing Solitaire at Cisco at 9:30 AM. These employees were not engaged. This wastes company resources and harms competitiveness.
Engaged employees find ways to be busy. They look for tasks, from organizing closets to finding new clients. Instilling this work ethic comes from making employees feel valued and understanding their contribution.
Communication is vital for employee engagement. An effective HR division knows employees’ capabilities and frustrations. An open-door policy should be genuinely welcoming. Unfortunately, many HR groups are themselves disgruntled.
Sharyn Abbott advocates for HR to be an executive position. She cites Denny, CEO of Gillig Manufacturer, who paid his HR person well. This led to significant company growth. Leaders must step outside their own world. They need to learn from others and adapt successful strategies.
One major challenge to delegation is ownership. Managers often want to take credit for employee ideas. This undermines trust and teamwork. Involving employees in accolades strengthens the team.
Conflict between departments, like sales and service, is also common. Such divides, if not addressed, can be the downfall of a company. Senior officers must address internal conflicts immediately.
To fix delegation and culture issues, immediate open-door meetings are crucial. Team leaders, who know informal conversations, can provide valuable insights. Understanding employee frustrations, like missing family events for overtime, is key.
Offering options, such as overtime for single employees, can increase satisfaction. This acknowledges individual needs. Asking “why” certain demands are made helps employees understand the bigger picture.
Treat employees like family. Avoid abuse. Empower natural leaders within teams. Their ability to calm and encourage is invaluable for fostering communication between management and staff.
Trust can erode easily. Sharyn Abbott references Hewlett Packard’s shift to PCs. The printer division felt neglected. HP failed to explain the necessity of this strategic shift. This led to significant employee loss.
The “need-to-know” basis often destroys unity. Transparency, even through a newsletter, builds trust. Sharyn Abbott shares everything, good or bad, with her core group of directors. Asking if they prefer to hear tough news makes a difference.
Her approach has built immense trust. She has 525 people from 68 countries launching her project. They believe in the idea and in her. This trust allows them to make informed decisions affecting their lives.
Some leaders struggle to trust after negative experiences. Sharyn Abbott likens this to someone who has been divorced and vows never to trust again. Past experiences offer lessons but should not define future interactions.
Judging new employees or companies based on old hurts is self-sabotaging. Both management and employees need a basic level of trust. Sharyn Abbott gives 100% trust initially. It only dwindles based on actions over time. This contrasts with those who demand trust be earned from zero. Her method, she believes, is more productive long-term.
Tim Staton agrees with this approach. He finds it more effective to start with trust and adjust based on data points. This shared perspective validates the strategy for others.
Sharyn Abbott discusses her upcoming book, Growing in the Leadership. It addresses the gap between entrepreneurship and corporate leadership. She wants to ensure her vision is realized without micromanaging.
Her goal is to create a flexible environment. She believes there’s more than one way to achieve goals. Forcing her way is counterproductive. If an employee’s method is more efficient, it should be supported.
CEOs often lack a confidante. They cannot vent to subordinates. Families may not understand corporate challenges. This book aims to be a resource for leaders. It focuses on instilling trust and respect from day one. It helps avoid creating a fear-based environment.
The book explores the balance between being a friendly executive and a respected, authoritative one. It covers a leader’s entire career arc. The goal is to build a structure where others can grow into management roles.
Sharyn Abbott emphasizes recognizing and utilizing employee skills. This creates a positive atmosphere. Employees see opportunities for advancement. They know they won’t be “stuck on the line.” This empowers driven individuals to pursue further education and experience.
Her personal belief is that if she can lead, anyone can. Not everyone desires leadership, but the potential for creating an empowering environment is universal. Respect is the number one key for employees.
Sharyn Abbott offers a crucial piece of advice for leaders: take care of yourself first. This mirrors the airplane analogy: put on your own oxygen mask before assisting others. Many executives neglect self-care.
This includes attending courses to learn from peers. It means taking time for family rejuvenation. Even playing golf with peers to banter and replenish energy is important.
Many leaders are depleted. They must always be “on.” This constant demand can be exhausting. Prioritizing self-care is not a luxury, but a necessity for sustained, effective leadership.
The path to unstoppable success is through smart growth. This means fostering clear communication, building genuine trust, and empowering employees. Sharyn Abbott’s insights offer a practical blueprint for leaders at any stage.
By embracing flexibility, investing in people, and prioritizing self-care, leaders can create thriving, loyal, and productive workplaces. These principles ensure not just short-term gains but lasting success for generations.
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