That dreaded call came in the middle of the night. I didnāt know if my father would make it.
I packed my bags and left for India that morning. My manager and skip both called me at 4am to tell me to not worry about work, and, to take as long as I needed to make sure my family is okay. This is something most good leaders do, and it creates a very healthy team culture. Itās what came next that took things above and beyond, and forever raised the bar for me.
When I was in India, with my dad in the ICU for 3 weeks as he battled for his life, my wife was holding fort in the US helping coordinate a dozen different things in terms of logistics. My manager made it a point to call her every few days to check in on her and make sure she was doing okay. There was absolutely no need for him to do that, how many managers care at such a deep personal level? But he did, and it made an impact on our lives.Ā
Later that year, after dad made an astounding recovery, he and my mom visited us in the US after what had been the hardest ordeal of our lives. My skip invited them to the office, came and met with them and spent an hour talking to them in the cafe. After spending some time telling them what a pain in the rear I was, she went out of her way to make them feel welcome and comfortable, talked about life experiences and gave them memories that will bring a smile on their faces for the rest of their lives. Again, there was absolutely no need to do that, they had never even met before that. But itās these little things that will be remembered, cherished and respected for the rest of our lives.
One thing I have often been told by friends and family, mentors and coaches is that I should draw a professional line when it comes to colleagues at work. One thing Iām often asked by friends and family, mentors and coaches is how my team and colleagues ended up developing such a deep bond, something which is so atypical of a corporate workplace.
The answer is quite simple; itās just the little things.
My team at Microsoft had cultivated a culture where we always cared deeply about each otherās lives outside of work. We were happy for each other through weddings and babies, soccer games and ski trips; we always cared about each otherās hobbies and interests and little idiosyncrasies. Also, we had each otherās back through sickness and trauma, misfortunes and rocky relationships. We learned to be vulnerable with each other and not build a wall around ourselves. We gave each other a chance.
When a leader leads by example rather than lip service, when they care not only about my professional development but also my personal growth and well being, when a team decides to invest in each otherās joys and sorrows, currents and morrows, it breeds a culture of happiness, trust and loyalty.
I packed my bags and left for India that morning. My manager and skip both called me at 4am to tell me to not worry about work, and, to take as long as I needed to make sure my family is okay. This is something most good leaders do, and it creates a very healthy team culture. Itās what came next that took things above and beyond, and forever raised the bar for me.
When I was in India, with my dad in the ICU for 3 weeks as he battled for his life, my wife was holding fort in the US helping coordinate a dozen different things in terms of logistics. My manager made it a point to call her every few days to check in on her and make sure she was doing okay. There was absolutely no need for him to do that, how many managers care at such a deep personal level? But he did, and it made an impact on our lives.Ā
Later that year, after dad made an astounding recovery, he and my mom visited us in the US after what had been the hardest ordeal of our lives. My skip invited them to the office, came and met with them and spent an hour talking to them in the cafe. After spending some time telling them what a pain in the rear I was, she went out of her way to make them feel welcome and comfortable, talked about life experiences and gave them memories that will bring a smile on their faces for the rest of their lives. Again, there was absolutely no need to do that, they had never even met before that. But itās these little things that will be remembered, cherished and respected for the rest of our lives.
One thing I have often been told by friends and family, mentors and coaches is that I should draw a professional line when it comes to colleagues at work. One thing Iām often asked by friends and family, mentors and coaches is how my team and colleagues ended up developing such a deep bond, something which is so atypical of a corporate workplace.
The answer is quite simple; itās just the little things.
My team at Microsoft had cultivated a culture where we always cared deeply about each otherās lives outside of work. We were happy for each other through weddings and babies, soccer games and ski trips; we always cared about each otherās hobbies and interests and little idiosyncrasies. Also, we had each otherās back through sickness and trauma, misfortunes and rocky relationships. We learned to be vulnerable with each other and not build a wall around ourselves. We gave each other a chance.
When a leader leads by example rather than lip service, when they care not only about my professional development but also my personal growth and well being, when a team decides to invest in each otherās joys and sorrows, currents and morrows, it breeds a culture of happiness, trust and loyalty.