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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.
Thursday, June 05, 2014
BY HANNAH WALLACE | OB BLOGGER
What does it take to launch and run one of these mobile food businesses?
Thursday, July 24, 2014
BY CLIFF HOCKLEY | OB GUEST CONTRIBUTOR
With the increasing retirements of Baby Boomers, a massive real estate shift has created a significant increase in demand for NNN properties. The result? Increased demand has triggered higher prices and lower yields.
Friday, July 18, 2014
BY JASON NORRIS | OB GUEST CONTRIBUTOR
Back in May, we shared a common Wall Street quote about investing, “Sell in May and go away.” Fast forward to July and the most common question we have been getting from clients is, “When is the market pullback going to occur?”
Friday, June 27, 2014
BY JASON NORRIS | OB BLOGGER
Over the last several months we have seen a wave of cross-border acquisitions, primarily U.S.-based companies looking to purchase non-U.S.-based companies. There are a few reasons for this, but the main culprit is the U.S. corporate tax system. The United States has one of the highest corporate tax rates in the world.
Monday, July 14, 2014
BY TERRY "STARBUCKER" ST. MARIE
I really didn’t know that much about angel investing, but I did know a lot about the entrepreneurial spirit.
Tuesday, July 01, 2014
BY HANNAH WALLACE | OB BLOGGER
Demand for organic food continues to soar: Last year, sales of organic food rose to $32.3 billion — up 10% from 2012. In Oregon, organic produce wholesaler Organically Grown Co. has been championing organic growing methods for four decades.
Thursday, June 26, 2014
BY ERIC FRUTS | OB BLOGGER
Last year, the housing market in Oregon—and the U.S. as a whole—was blasting off. The Case-Shiller index of home prices ended the year 13% higher than at the beginning of the year. But, was last year a blip, or a trend?
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