The Heart of Great Managing

Rodd Wagner and James K. Harter in their book :"12 The Elements of Great Managing" write:

In our studies of hundreds of thousands of managers and work teams across the globe, it is very clear that great managers have an instinctive awareness that what they are doing is contributing more than a profit. Great managers achieve sustained profitability beacuse they make a connection to something beyond profit. They see the result of their work in the life of each person they manage.

Their impact transcendes mere business. For many it is almost an spiritual issue, no matter their particular faith. Their motivation stems from deeply held beliefs about their responsibility to those around them. Whether they believe it is Providence or pure chance that puts them in the same office or factory with their team, these managers understand viscerally the scientific truth what they do will have a large effect - maybe a lifelong effect - on their colleagues. They realize, given the percentage of waking time their teams spend at work, how much influence they have, not just over their people's "work life" but their whole life.

Most will tell you management is a solemn responsibility, something from which they take tremendous satisfaction, but it also weighs heavily on their conscience because they take it so seriously. With it, they say, rests not only the fiduciary responsibilities of protecting other people's money and striving for a good return, but a special kind of stewardship over people's lives. Employees say that both sides of the coin, the personal and professional, depend on a manager who can give them the guidance, support, advocacy, and resources that motivate them to reciprocate their best efforts.

... The managers who are best at getting the most from the people are those who give the most to them. Those who create the greatest financial performance start with the least pecuniary motivations. They work hard to do the right thing for their people, and they end up doing well.

That is the heart of great managing.

Not possible to lead this way, unless you love your people and care for them deeply, isn't it?