Why is it that some people see the potential for extraordinary in others when everyone else sees only the ordinary?
Thanksgiving is a few days away and snow is in the forecast which means lots of visitors to the ski slopes and lodges here in Park City. So before things get too busy I figured I’d pull a chair up close to the fireplace at my favorite mountain lodge, indulge in a mug of hot chocolate, and give some thought to that question.
The Chemistry of Extraordinary
When people consistently deliver exceptional results, it is rarely a matter of luck, nor an accident of evolution—it’s usually a product of single-minded preparation and a steadfast determination to excel. Exceptional people focus on developing habits that lead to excellence. They also become adept at dealing with and recovering from setbacks, combining adaptability and resilience. But if achieving excellence were as simple as following that prescription, there would be far more remarkable teams and results.
The story begins in early 2015 when I met the new General Manager of Manhattan, Philip Bischoff, who had recently arrived in Singapore. We chatted for a few minutes about his coming into Singapore’s hyper-competitive food and beverage (F&B) industry and I mentioned that I had heard that finding and retaining good people was a real challenge. His response surprised me as it was quite different from other F&B managers I knew in Singapore. Phillip didn’t talk about ‘people proofing’ the operations or putting in place processes that could endure turnover. Instead, he emphasized the importance of building relationships among people, everyone sharing the same goals, and his sense that the current staff had the potential to be amazing.
From Seeing to Delivering
Seeing the potential for extraordinary in people and a team is one thing, delivering on that potential is another and it doesn’t happen by itself. Over the course of a few months, I noticed that there were common themes emerging in the conversations I was having with the Manhattan staff. Whether it was Gab, Tim, Cedric, and the rest of the mixology team, or Katie and Jenny and their guest service team, they all talked in the same language about why they were excited about the “new Manhattan.” They were also excited about the opportunities to rotate through different positions, travel to industry events, or join competitions.
Phillip was building on the strong relationships that he sensed in the team by providing a clear, compelling purpose and, in parallel, establishing values by which the team could work together and hold one another accountable. This would prove to be critically important as the size of the team grew. Then, by taking the time to understand where each team member found meaning and purpose in their role and investing in the development of their skills, he inspired and energized everyone. Very quickly, working at Manhattan became one of the most sought-after positions in the Singapore F&B industry.
Clear Vision
Phillip saw the potential for extraordinary and then delivered exceptional performance while enhancing the lives of everyone on his team. He understood that his success as a leader depended less on his skills or brilliance and more on his humility and ability to see and inspire the best in people individually and collectively as a team.
Seeing the potential for the extraordinary begins with believing in the power of the human spirit and being mindful of the biases and behaviors that get in the way of a clear vision. Focus on understanding where people find purpose in their work, make sure it aligns with the purpose of the team and organization, and ensure that people genuinely value strong, trusting relationships. That is the foundation upon which greatness is built.