Sometimes when we think of training, we think skills and knowledge. Can my staff handle the latest technology? Does the new sales software create conversion?
Skills and knowledge training are an imperative base for any business team. However, personal and professional development contribute largely to attitudinal shifts that bring passion to teams.
The steel industrialist Andrew Carnegie (whose wealth was greater than the current combined assets of Bill Gates and Warren Buffett) began comprehensive research on the key attributes of Success in the 1920’s.
The studies of what became the Carnegie Foundation determined the three main characteristics to be: skills, knowledge, and attitude. The first ingredient for success is knowledge and the second element for success is skill which is the application of that knowledge.
Most employers agree that attitude is a crucial factor in the outcomes of their staff, yet they consistently focus their staff development money and time on skills and knowledge training. There is often very little concentration in the area that can make the biggest difference in the prosperity of a business. This sector is the third and most important ingredient of success: attitude.
Renowned businessmen and motivators Andrew Carnegie, Napoleon Hill, Norman Vincent Peale, Maxwell Maltz, and Brian Tracy substantiate that attitudinal characteristics make up 85% of a person’s success. While skills and knowledge are important, they only comprise 15% of the necessary ingredients for success.
Why Develop Your Team
Greatness Defined: 5 Key Success Factors
- Good team players. Team players are a byproduct of development. They treat each other with respect despite possible differences because they share a common goal.
- More concerned with what is right than who is right. Well developed individuals focus on issues — achieving the goal— rather than on blaming or making excuses.
- Intensely goal oriented. The best teams focus on contributing and getting results. Their time is well-spent on the key tasks that make a real difference.
- Accept high levels of responsibility. Those who feel personally accountable for results do not require close supervision. They accept responsibility for the outcomes required of them.
- Work is part of ‘identity’. These team members see themselves as part of the company family. They think their work life is great and it becomes part of their identity.