I am proud to announce we have expanded our team with the addition of Kai Washington to the Jeffrey Scott Consulting organization — our first grandson!

We are starting Kai off as an intern, and from there the sky’s the limit.

His mom, our daughter Kate, has come a long way! For those of you who know me, you have heard some of the stories.

She has worked hard over many years to find herself, work on herself, and become the person she is today.

Kai is the son of Jay Washington and Kate Scott

Two years ago, we trusted her with something meaningful.

We invested in a house where she became the live-in landlord. She found the tenants, got the leases signed, managed the relationships, and handled the responsibilities.

She surprised us with how she stepped up.

We gave her trust, responsibility, and full “immersive” ownership. She was literally immersed in the situation.

It reminds me of the classic chicken-and-egg challenge of leadership.

Sometimes we wait for people to prove they are ready before we give them responsibility.

Other times, people prove they are ready because someone sees their potential and gives them real responsibility.

People will rise to the occasion in all walks of life and work. And I can see Kate doing the same again with her firstborn, Kai.

A Business Lesson in Leadership

This reminds me of a conversation I had recently with one of our peer group members. He was very frustrated.

He wants his team to take more ownership, so he is not the only person driving the business forward. I am sure you can relate.

Even though I had not met his team yet, my advice became clear as we spoke.

If you want them to act like owners, treat them more like owners and partners.

Invest in them. Share information with them. Give them pieces of the business to run and grow, like you would a partner.

We all want our people to think and act like owners, but are we doing enough to make that happen?

If you are holding back the numbers and goals, making all the final decisions, keeping key relationships close to your chest, solving every problem yourself, and not allowing others to make mistakes, then ownership will not happen.

It’s no wonder others do not step up.

So Where Do You Start?

You don’t have to hand over the keys to the kingdom and walk away.

It starts with giving someone a meaningful piece of the business to manage, sharing your goals, a vision for success, some key metrics, and then being a mentor — like we were to “landlord Kate.”

It requires the balance of an upfront investment while at the same time “letting go” and letting them own it.

“Don’t tell people how to do things, tell them what to do (and why) and let them surprise you with their results.” — General George S. Patton

Your Challenge: You have to see the hint of what is possible in someone before they fully see it in themselves.

That was true with Kate. It will be true with our grandson Kai.

And it could be true with the next leader inside your company.

Are you acting like the sole landlord of your business, or are you allowing others to immerse themselves and feel the ownership?!

Hoorah for the next generation!

It’s time to roll.

Go get ’em.

Regards,
Jeffrey Scott