In the noisy back office of SANTOS HOLDINGS, the company’s finance department was entering a particularly busy season. It was high time now to make financial statements and forecast what next quarter would bring. The new year had likewise been highly successful for Santos, and his team were keen to show the strategies and forecasts for coming half-years. However the trend of getting better and better may make the CFO wary of complacency.

 

When the team congregated inside the conference room, there was a mix between exhilaration and undercurrents of strain. With such high stakes, some members could feel the pressure to deliver. “Hello everyone,” the CFO said to his team with a warm smile. “I’d like to take a moment to thank each and every one of you, which is down to your tireless labors on our behalf. Our accomplishments so far are due not only to the team’s own strenuous efforts but also all those of me including yourself involved. But as we sail on into the blue sea, I want you all to me with humility.”

 

The team looked at him quizzically, and he continued, “I know we’ve enjoyed some remarkable results recently, but it’s easy to forget about that when all the evidence is telling you otherwise. If we start getting too big-headed we’ll fall flat on our faces. It’ll lead to our making bad decisions, overlooking new developments and so forth.”
To illustrate his point, he told a story. “Several years back I sat in on a team whose members were absolutely sure we had the perfect financial strategy for a project. We were so sure, in fact, that we ignored any reservations people on our team might have had. Tragically, this led to our failing completely to note important swings. The net result: the project did not come off as expected. It was tough enough to swallow, but it taught me that arrogance may be followed by ruin!”

 

He continued, “We must always strive to be excellent but it is equally important that we remain open to any critique and competing ideas. It’s okay not to have all the answers; none of us do. We need to work together, to listen and collaborate with one another. ”

 

“On this team,” he told her, “everyone’s role is just as important. “When we put our heads together and respect the intelligence of others, we strengthen our footing before making decisions. This is how we avoid bias traps that lead to rash choice.”

 

He played the role of moderator at their meeting, stimulating an extensive conversation on how the company’s next quarter would develop. Team members were urged to speak their minds and the environment was highly inclusive. Any one discussion point was just as open to review and consideration no matter who said it.

 

When each teammate spoke, the CFO acknowledged and underlined ideas that different member of his team had expressed to remind everyone how better outcomes arise from diverse perspectives. “Brilliant, Sarah! That inoculation of market trends is essential to our forecasts,” he said with a nod from one of his junior analysts. “James, your worries about budget allocations are well-founded. Intensely.”

 

In this way of discussion, more team members began to raise ideas and fears without fear of retribution. By adopting his approach they moved from a place where no one felt comfortable taking part in decision-making due to fear of being wrong to one that encouraged everyone and made it possible for fine participation.

 

After those brainstorming sessions, a complete strategy for the company’s next quarter–one that took into account input from any part of our entire unit–was worked out. So once again, as they prepared to leave the team, the CFO turned to everyone.

 

“Thank you to everyone who contributed today. I’m proud of our accomplishments but let’s stay humble and keep the fire burning Remember, the more down to earth you are, the more likely you’ll be able to face what’s coming up ahead–and win!””Now let’s keep up the communications and still help each other along the way.”

 

This time they left the meeting room feeling more united and excited. Not only had they mapped out a sound financial plan, but the basic values of cooperation and respect for all of its people had been emphasized again–making a real difference.

 

His modest and open approach to work had struck a chord, and now–as he reminded them decades later–without humility their combined success would enter the danger zone. This was something they would not forget easily.

 

As time went on, the Finance Department at SANTOS Holdings continued to prosper. Team members sought each other’s suggestions about matters in which they were involved, and their work improved. Workers didn’t just toast their success. They also reflected on the lessons to be learned from mistakes and failure, and how they’d met challenges.

 

In the next review the finance director gleefully reported that the forecasts had exceeded expectations. The growth which they experienced was not simply a function of figures in a table to wipe clean later; it grew out the trust and deep friendships founded within this team.

 

At the closing of the meeting he looked back on this journey. “Such a victory isn’t just my own or yours; we all share in it. Let’s continue to help one another and stick to our principles. We can carry SANTOS Holdings even higher together.”

 

He released the team from the room and felt himself filling with optimism once again: their united journey had fostered an unwavering commitment to humility and respect, which now served as the foundation for future success of any kind. So long as they stood firm on this point and remained open to learning, the future of SANTOS Holdings looked good indeed. The mountain they had clambered up together was not just a symbol; it marked out true potential by which the team might attain grander achievements still.As time went by, the finance department’s humility and spirit of cooperation began to influence the culture within SANTOS Holdings. Other departments took note of their example, and soon managers from marketing, operations and development were also experimenting with these same ideas. Bringing key insights into a number of cross-departmental meetings, the CFO stressed need for listening and learning from one another.”One day, however, the CFO received an unexpected email from Mr. Russell, CEO of SANTOS Holdings. He invited the shut-in to meet with him and hear what ideas might help to further foster our company’s culture. Intrigued,finance department ready to mine its own successes–especially how openness and humility had turned around their operation.”After a discussion of these observations, he told Mr. Russell, “I believe our finance field has experienced not only major advances in performance but huge gains for staff spirits as well. By creating conditions in which mutual respect and cooperation are possible we’ve made a habitat where everyone feels appreciated and can speak up. I think that approach may well benefit all departments throughout your company.”

 

Mr Russell leans back in his chair and nods thoughtfully. “I’ve seen the subtle fruit of that change as well,” he replied somewhat gratefully. It’s solid proof how you have led the team that brought inspiration twice to me. It seemed to me we should extend a company-wide kind of collaborative initiative and encourage modesty in business. How does his sound? ”

 

As the CFO and Mr. Russell eagerly discussed potential strategies for the company-wide initiative, they were both filled up with boundless anticipation. They hashed out workshops of and mentorship programs, team-building activities that could be used to maintain open comunication and mutual respect. The objective was just this: it aimed at creating a culture for everyone where people could raise their hands and be heard, no matter what rank they held.

 

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