Creating Caring Communities That Transform Lives
Creating Caring Communities That Transform Lives
Creating
Caring
Communities
That
Transform
Lives
Creating Caring Communities That Transform Lives
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Monday, August 23, 2010 @ 1:23:00 PM - Written by Doug Hignell -

This past week I was sitting with our Hignell Companies President Phil and our VP for Property Management, Greg. We were reflecting on why our nine member Executive Team functions so well as a team. All three of us are aware of another team outside our company that has yet to learn to work together successfully. We identified 5 key attributes for our Executive Team that are, I believe, universal for successful teams. Upon further reflection after our time together, I also added a sixth, competence. Here is a brief description of each of these attributes and how they are at work in our Executive Team.

Love: We genuinely love and care for one another. We have each other's best interest at heart. We serve each other willingly.

Honor: We view each other as created by God in His image with certain gifts and abilities. We choose to focus on our positive characteristics while coming along and supporting or propping up the weaker areas in each other. Honor is "considering others as more important than yourself" (Phil. 2).

Competence: Over time we have built a team where every member has the skills and abilities to fulfill their role with excellence. This excellence is achieved when other team members come alongside with the love and honor described above.

Trust: Flowing from love, honor and competence is a deep level of trust. I trust Phil as President completely. He can and does speak for me in his role as President. I know he has our best interest at heart.

Shared global vision: All the previous attributes can be in place but without a shared vision a team ends up pulling in opposite directions with each team member working to fulfill their specific vision.

Shared agreement on the implementation of that vision: There must be agreement on how best to implement the shared vision. The contrasting organization has a shared vision but the team members have very different ideas on how that vision should be implemented.

I remember clearly the day that Phil came to me and said that he would walk alongside me as President for the remainder of his working life with the goal of seeing my vision and desires implemented in The Hignell Companies. He was expressing love, honor, trust, and a shared vision. Adding to this his excellent competence what more could a team leader ask for?

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