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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, March 06, 2014
BY HANNAH WALLACE | OB BLOGGER
The founder of Pacific Foods talks about why his company has flown under the radar in Oregon, how saving a family-run chicken hatchery has helped his bottom line and why he thinks organic food is anything but elitist.
Tuesday, February 25, 2014
BY LINDA BAKER
Les Schwab has put a premium on customer service since 1952, when legendary namesake Les Schwab founded the company with one store in Prineville. (Schwab died in 2007.) But if the corporate principles remain essentially the same, the world around this iconic Oregon business has changed dramatically.
Tuesday, February 25, 2014
BY JESSICA RIDGWAY
A self-proclaimed “chile head,” John Ford “grows, eats and does everything spicy.”
Thursday, February 27, 2014
Our 100 Best Companies project turned 21 this year, so pop open the Champagne. Our latest survey gives us plenty to cheer.
Thursday, January 23, 2014
A conversation about MBAs with B-school deans from Marylhurst University and Oregon State University and a list of the top MBA programs in Oregon.
Tuesday, February 25, 2014
BY SOPHIA BENNETT
The coastal town of Coos Bay appears poised to land every economic development director’s dream: a single employer that will bring hundreds of family-wage jobs and millions in tax revenue.
Tuesday, January 14, 2014
BY VIVIAN MCINERNY | OB BLOGGER
For Oregon’s comic biz, 2014 is already proving to be a real page-turner.
|The more they change, the more they stay the same|
|The 2014 List: The Top 33 Large Companies to Work, For in Oregon|
|The 2014 List: The Top 34 Medium Companies to Work, For in Oregon|
|The 2014 List: The Top 33 Small Companies to Work, For in Oregon|
|The future of money|
|Cancer to become No. 1 killer in U.S.|
|Bitcoin firm wins brief U.S. bankruptcy protection|
|Rival banana firms to merge|
|Blood test predicts Alzheimer's disease|
|Cerberus Capital to buy Safeway|
|U.S. adds 175,000 jobs|
|Bitcoin creator revealed|
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