Balancing the REACH Framework--Tip for Being Essential  
 We have been through each element of the REACH framework in the past few months.  In case you forgot, the framework highlights five essential behaviors:

  R=Results

  E=Enthusiasm

  A=Attitude

  C=Cooperation

  H=Honor. 

  We often get asked the question:  "Which behavior is the most important?"  Although we could make the argument for Honor (the only behavior that employers agree is a deal-breaker if you don't have it), we actually believe that a balance of the five key behaviors is most important.

 Think about someone you know who might have the utmost integrity in how they interact with others, but contributes little at work.  This person lacks Results.  Conversely, there might be a person in your organization who only cares about results--and burns bridges with peers or subordinates on a regular basis.  This person lacks Cooperation (and maybe Honor, depending on the circumstances).  And have you ever seen someone who is extremely enthusiastic about the organization and its mission, but can't keep a positive attitude about the difficult tasks?  This person lacks Attitude.

  Following are a few tips for maintaining balance in the REACH framework.

1.  Get results that matter. But don't sacrifice your teammates to reach your goals.  Most of the time, you need others to get the work done--show your appreciation for their contribution and know that the product is better because of them. 

2.  Temper your enthusiasm with practical reality. It's great to be a cheerleader for your organization and speak positively about it to your family and friends.  But remember to look objectively at what's going on and be willing to raise issues that should be addressed.  

3.  Don't sugarcoat the tough tasks.  Yes, be willing to tackle the tough or unpleasant tasks.  But don't pretend they are more fun than they are, and help others get through them as quickly as possible.  

4.  Remember that the goal of teamwork is to deliver. 

It can be great to work on a team, but don't let your comraderie dilute your passion to deliver excellent products or services in a timely manner.  Celebrate with the team when it's appropriate--work hard together to get the job done. 

5.  There is no substitute for Honor.  Exercise honor in everything you do.  Ask the questions that will get you and your team to do what's right.  And expect nothing less from your teammates, co-workers, and subordinates. 

Q&A:
Here is a question from Sam in Colorado:  

"I am interviewing with several companies.  They all seem to have problems with internal organization cooperation.  How can I help?"      

Sam, this happens in many organizations, as you are discovering through your interview process.  Once hired, here are a couple of suggestions for individual action to improve cooperation across departments:

1. Communication and understanding is where cooperation begins: Ask yourself and others what can be gained if communication among the parts of the organization were to improve?  And how might results be improved with increased communication and understanding?

2. Check your ego at the door.  Sometimes an organization's culture encourages competition among departments.  This can be devastating to cooperation.  If you check your ego at the door, you can learn from other groups and create better results while being an example for others.