Jim Johnson opens a talk about building high-performing teams, focusing on leaders' responsibility to help people reach their potential by connecting individual roles to their wider impact on teammates, clients, vendors, and the community. He prompts rethinking a typical job description to better highlight this broader purpose.
I want to think more team performance. How do we bring a team together so they perform at a high level? Because our whole job as owners and leaders of our businesses is this idea of having people reach their fullest potential, connecting what they do to how it affects the rest of the team, how it affects a client, how it affects vendor partners, what their role is in the community, and how what they do makes a difference much further and farther beyond what they may perceive. And just looking at what would be a normal job description.
