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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.
Tuesday, February 24, 2015
BY LINDA BAKER | OB EDITOR
At Oregon State University, a 21st century version of the bad dream — nuclear terrorism — is alive and well. This winter, the Department of Nuclear Physics and Radiation Health Physics created a new interdisciplinary graduate emphasis in nuclear forensics, a Sherlock Holmes-sounding program that aims to identify how and where confiscated nuclear and radiological materials were created.
Monday, March 02, 2015
BY KIM MOORE | OB RESEARCH EDITOR
Portland-based healthcare provider ZoomCare said it plans to “remake American healthcare” by expanding its on-demand urgent care model to emergency, surgery, dental and primary care, among others.
Thursday, February 26, 2015
BY KIM MOORE | OB RESEARCH EDITOR
Employment in Oregon is almost back up to prerecession levels — and employers are having to work harder to entice talented staff to join their ranks. This year’s 100 Best Companies to Work For in Oregon project showcases the kind of quality workplaces that foster happy employees.
Wednesday, February 25, 2015
BY KIM MOORE | OB RESEARCH EDITOR
Monday, April 13, 2015
BY GRANT KIRBY | OP-ED CONTRIBUTOR
The mega-shift from technology-driven to data-driven organizations raises questions about Oregon’s workforce preparedness.
Friday, April 24, 2015
BY AMY MILSHTEIN
Male tech workers speak out on the industry's gender troubles.
Thursday, April 23, 2015
BY JACOB PALMER | DIGITAL NEWS EDITOR
The entrepreneurial spirit was alive and well at the Oregon Angel showcase, an annual event for angel investors and early stage entrepreneurs.
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