Avionics News April 2013 - 82

BUSINESS BASICS

Continued from page 80

ness coaching, mastermind groups,
and other development opportunities help the leader grow, too.
7. Never underestimate what
they can do. My first experience
with high-performance dogs saw me
going on scuba and playing a dead
guy at a certification trial for K-9
search-and-recovery teams. The
dogs found me under water, and it
forever changed my baseline for
what they can do. Yet even searchdog work starts with baby steps.
Done properly, those steps help a
puppy learn how to learn – and you

to learn how to teach. From there, a
challenge is good for everyone once
in a while, provided it’s rewarding.
The opposite of challenge is
stagnation, and stale employees
lapse into inefficiency, according
to The Engaged HR Group LLC.
Whenever possible, coach or train
your people to help them develop
new skills and keep them engaged.
According to surveys, engagement
– emotional commitment to work
– makes a huge difference in how
employees perform their jobs; 70
percent of engaged workers report
they have a good understanding
of how to meet customer needs,
while only 17 percent of nonen-

gaged employees understand. Not
surprisingly, companies with strong
employee engagement are more
profitable, largely because workers
use discretionary effort. They go
the extra mile, often without being
asked, according to Kevin E. Kruse,
author of Employee Engagement
2.0. That’s a big payback for high
expectations.
At the end of the day, managers
and owners do expect to see results
after committing to wise leadership.
While running an avionics shop is
far more complicated than raising
a puppy, leading it the right way
takes the same flavor of dedication
and daily practice. q

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Avionics News April 2013

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