The NXT Big Thing - Vol. 1, No. 3 - July, 2006 - (Page 21)

being considerably more deferential than they had been in the past. I additionally realized that some things I said rather casually, on an exploratory basis, were being taken far more seriously than I intended sometimes as as an edict. You have to make your colleagues and support team very comfortable that you welcome differing views and even dissent in discussions and policy formulation understanding that, once we set the policy, we all support it. Early in my MP tenure I also learned that little gestures had significance far beyond their significance just a short time before. I recall a simple thing like I offered condolences to one of our staff personnel whose grandmother had died. She had no idea how I knew, but told a number of people how much the comment meant to her. Everything you do is magnified, and you have to realize that. Even if you are a bit worn down, smile. People derive a lot of their outlook from the outlook of their leaders, and it makes them feel good if you appear in good spirits. Additionally, you need to realize that time is your most precious asset. People want your time. They want to tell you when they are doing something good; they want to hear from you about things going on around the firm. Dispense your time well. You need to strike a fine balance: you should be accessible, but you need to be efficient. You want people to understand that they should prepare properly for their time with you. I also learned that you should always think twice before uttering a harsh word, before going negative . I make it my policy to sleep on a negative message one night before sending it. Usually the overnight causes me to moderate my response. Another message I learned early was to check my ego at the door at least I have tried to do so! I should not care whether I get credit for something. In a couple of notable successes for the Firm, I have had an idea, worked to persuade someone, been unsuccessful, and then a short time later been approached by that person with his / her great new idea. That person thought he got his / her way, and credit; and that is fine by me, because the right idea was implemented. 21 First Hundred Days: Transitioning A New Managing Partner - Patrick J. McKenna

Table of Contents for the Digital Edition of The NXT Big Thing - Vol. 1, No. 3 - July, 2006

The NXT Big Thing - Vol. 1, No. 3 - July, 2006