Human Resources 
Businessdictionary.com states that it is the 
 
"scarcest and most crucial productive resource that creates the largest and longest lasting advantage for an organization. It resides in the knowledge, skills, and motivation of people..."
 

For the past several issues, we've been looking at the differences between catabolic and anabolic leaders.  This time, I'd like to  discuss a key distinction in how the two types of leaders treat and think about their human resources - the people that work for and with them.
 
Catabolic leaders take advantage of the people around them. A catabolic leader looks at the people around him and only considers what the others can do for him and for the organization.  Employees are like pawns in a game that the catabolic leader controls, and neither their feelings nor needs are considered.   With job security levels at historic lows in many companies, many catabolic leaders exude the philosophy of 'be glad you have a job' as a misguided motivational position.   
 
Anabolic leaders, on the other hand, utilize instead of use the people around them. An anabolic leader, having the belief that all employees have something to offer, looks for ways to incorporate staff talents and company needs.  This leader sees employees as gifted and full of potential. Anabolic leaders help team members find their gifts, and utilize those gifts to best serve the organization, as well as the team members themselves.

  They recognize the knowledge and skills of those around them, and they act in ways that make others truly feel like partners. Greatness is expected, and thus received.

Anabolic leaders coach their team members, using important skills such as listening, acknowledging, validating, championing, and visioning to create relationships and make each of their team members a leader in his or her own right. And so, accordingly, anabolic leaders find solutions in those people around them.
 
The Human Resource Department in an organization is often the place that seems to deal with all the "problems" that arise.  If leaders saw the people in their companies truly as resources, what a different place and focus that department might have.
 
Think about how you and your organization treat your human resources. Are they problems needing help and solutions, or true resources to be nurtured, motivated, and empowered?
 

 

 

Looking forward to our next time,

Mike Malinchok, CPC 

President 

S2K Consulting, LLC

ph:  215-504-7091

email: mmalinchok@verizon.net
www.s2konpurpose.com