How Do I Add Value?
Steve Maloney

I’ve been exploring the first three questions of Value-Added Leadership in my recent posts: Do I have value to add? Do I value what I do? and Do I value the person?

Once you believe that your experiences, knowledge, and perspective can enhance your team’s purpose and success – and you truly value every team member – the next step is intentionally putting that belief into action.

Which leads us to consider the fourth question of Value-Added Leadership: How Do I Add Value?

I’ve been thinking about this question over the past couple of weeks, especially on a personal level.  Tragically, my brother-in-law’s cancer returned recently, and he passed away within 2 months of the new diagnosis. It was a very difficult process, and my sister, nephews, and nieces faced significant challenges throughout the entire ordeal. Navigating the different treatment options and doctors’ opinions was a roller coaster. In their late twenties and thirties, my nephews and nieces had never experienced anything like this before.

The biggest question for me during this time was the fourth question of Value-Added Leadership: how do I add value in this difficult circumstance?

There were times when I added value by staying silent. I had to realize it was best to give them space, and it was clear they needed to go through things on their own for their family’s sake.

Another critical way to add value is to communicate directly, face-to-face, and at the appropriate time. Sure, I texted and called them regularly, but the most impactful moments for all of us were in person.

In fact, that moment came in the hospital. I rushed there from a training engagement and had the opportunity to hug these family members whom I hold so dearly. I spent quality time with my nephews, specifically, and began to share some of my own experiences that might give them perspective. It was a special time in the waiting room as their father was passing. My wife later told me that they mentioned how important and helpful that time spent was to them.

I’m convinced that seeing and hearing them in person was the best way to communicate with them. Technology is great in so many ways, but we’re missing critical opportunities to connect with our team members by relying on it alone. Schedule a one-on-one; take your team members to lunch; and find ways to do activities outside of work with them.

I learned that my brother-in-law was viewed as a “special” human being, even by his co-workers. He made an impact on their lives. He was Head of Real Estate at his company, yet no one talked about his title or his resume. They talked about how he made them feel. He added value and focused on what really matters – personal relationships and doing good for humanity.  Not just making money, getting promotions, and winning contracts. It was how he treated others.

As I mentioned at the start of this series, we spend a great deal of time identifying value-added and non-value-added activities from an Operations perspective. We can apply the same thinking to leadership.

Every day, leaders have opportunities to add value. A conversation can add value. A coaching session can add value. A decision can add value. Feedback can add value. Even a simple question can add value.

But the opposite is also true.

We can waste people’s time. We can create confusion. We can discourage someone without realizing it. We can hold people back by solving every problem for them instead of helping them learn how to solve it themselves.

So perhaps one of the most important questions we can ask ourselves at the end of the day is:

Did I add value today?

Did you help someone see a problem differently?

Did you give someone the confidence to take the next step?

Did you recognize someone’s contribution?

Did you provide clarity when there was confusion?

Did you coach someone instead of simply giving them the answer?

Did you listen when someone needed to be heard?

Did you connect someone’s work to a larger purpose?

Adding value doesn’t always require a major initiative or a big decision. Often, the greatest value comes through small, intentional actions repeated consistently over time.

This is Value-Added Leadership.