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|Friday, April 05, 2013|
BY TOM COX | BUSINESS TIPS CONTRIBUTOR
Strategic execution requires that you stop putting people first (in the wrong way). Profit must come first.
I will pause while you gasp in horror.
If you “put people first” in the wrong way, you’re harming them, yourself, the rest of the team, and the other stakeholders — including investors and customers.
The only way to make an honest profit is by giving to paying customers something they value more than money. If you stop doing that, your firm collapses and everybody loses their job.
Without profits, you have no business, and thus no jobs for anybody. Profit is oxygen. It’s life blood.
Yet bosses frequently fail to respect profits and mistakenly “put people first” in absolutely the wrong way.
I’m seeing this right now. Here’s the story.
Jack and Jill
Jack is a successful people-person. He’s bad with details, and great with clients. Jack has an assistant that is just as scatterbrained as he is. Jill is super smart, very pleasant and personable, and has “loads of potential.” And Jill has no follow-through, is not detail oriented, and lacks drive.
Jack is the boss — his strengths need to be accentuated, and his weak areas need to be bolstered by hiring staff who are strong where he is weak. That’s just Drucker 101. (When Jill becomes a boss, the exact same thing will be true for her.)
So not only has Jack created a dynamic where both he and his assistant are weak in the same area — guaranteeing that Jack’s customers and peers and boss will experience him as disorganized — Jack has also created a situation that’s unfair to Jill.
Consider Jill’s growth. If Jill is going to improve her organizational skills, it would likely be under a boss who was good at it. That’s not Jack.
And if Jill were going to make best use of her smarts, pleasantness and personality, it would be as a counterbalance to a boss who was weak in one or more of those areas.
And, Jill’s career will be better enhanced by being successful, not by struggling as she is now.
This makes Jack totally the wrong boss for Jill, and Jill the wrong assistant for Jack.
But Jack refuses to change anything. ”Oh, she’s got so much potential,” he’ll tell me. And, they’re very much alike, which Jack enjoys. And thus, the dysfunction continues.
How “Putting People First” Fails
“Putting people first” has at least three dysfunctional incarnations:
The key reason these approaches fail is, they don’t focus on the one-two punch of real Strategy Execution:
So your first priority must be executing your strategy for creating value for customers. Without that, your business is not sustainable.
Yet I constantly see people — including smart CEOs and business owners — who having once hired someone, will put that person ahead of the company’s mission.
In fact such bosses may be putting their own personal discomfort ahead of the firm. It’s hard to admit you hired the wrong person, or to admit that someone failed and should be reassigned or let go.
Drucker says in The Effective Executive:
I know this because I’ve done it. When I found myself trying to pick my business strategies based on what my then-assistant could and couldn’t handle, rather than on what my skills could deliver and what clients most needed, I finally realized I was hurting everybody involved. And I was doing it because I didn’t want to have a difficult conversation.
(Yes, in the short term, you may need to pursue the work that your people can deliver well. Long term, you need to grow or recruit people to deliver the work your ideal clients most need.)
Here’s how to tell if you’re putting people first in the wrong way:
If you said “yes” to two or more of these, you have a systemic problem. Seek help. For everybody’s sake.
Tom Cox is a Portland area consultant and executive coach. He helps leaders exceed their business aspirations.
Friday, February 20, 2015
BY COURTNEY SHERWOOD | OB CONTRIBUTOR
Marijuana is big business in Oregon, and it’s about to get bigger.
Thursday, January 08, 2015
BY CAMBIA HEALTH SOLUTIONS & OREGON BUSINESS COUNCIL | OP-ED
Businesses have a significant stake in the health of Oregonians. In fact, we cannot succeed without it. By committing to using our companies as levers for good health, we invest in our people, our business, our quality of life and our economy.
Tuesday, January 27, 2015
BY KIM MOORE
Robin Anderson, dean of the Pamplin School of Business, University of Portland: "You need people who are comfortable leading in ambiguity."
Monday, January 26, 2015
The day after this issue goes to press, the city of Medford will host its annual business conference. The event features Minoli Ratnatunga, co-author of the Milken Institute’s annual “Best-Performing Cities” report. Preliminary data suggests that Medford is likely to retain its No. 1 ranking among best-performing small cities for having a higher concentration of high-tech firms than the national average.
Friday, January 23, 2015
BY DAN COOK | PHOTOS BY JASON E. KAPLAN
A real-estate developer and a Lithia Motors executive aim to revamp the city's forlorn downtown.
Friday, February 27, 2015
BY OB STAFF
The 100 Best list recognizes large, medium and small companies for excellence in work environment, management and communications, decision-making and trust, career development and learning, and benefits and compensation.
Friday, February 27, 2015
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