Do you ever get tired hearing businesses claim that, “People are our more important assets”? I sure have. But, the key point is – it’s true! Unless you’ve seen a company that spits out widgets from a robotic factory, it’s the people that make things happen. (There are no totally robotic factories- yet. There are robot-assisted entities, but those factories still need people.) And, if the company is a service business, then it’s all people, all the time.
But, most companies that claim they have leadership training programs really mean they have this big, darned looseleaf, stocked with rules, or that they waste time in tons of meetings all aimed at “finding talent” or “empowering staff”. They don’t actually focus on the results, only the process. Even smaller firms fall prey to this concept.
We need to practice what we preach. We don’t need to put patches on folks’ arms or hand out certificates. We each need to insure we develop the capabilities of folks on our teams- whether that is a project group or an executive team. We need to coach them, offer value-based feedback, and help them grow their own capabilities.
We need to be able to move people from project to project, from job to job. No matter how important we consider these folks on our project or our team, how these talented folks are making our jobs easier, we have to do this. Not only to develop their potentials, but to keep them interested in our company, to make them recognize this place has the best opportunities for them, and, thereby, insure the best results of our own companies.
It also means we have to deal with underperformers. Because these folks tend to drag down the morale of the other team members. And, those folks may be responsible for providing less than ideal customer interactions. We need to get them to outperform- or leave.
This is one of the key points for the CEO or the team leader to stress… that our best “seconds” need to get a chance to be the best firsts. Many of these people refuse to do this because it often means we lose their contributions on our project or team, as they get promoted to another group. Because the company still obtains those benefits. The process must reward those team leaders or executives who find and promote the most talent. In so doing, those leaders know that benefits also accrue to them, even as they lose their best seconds to another team.
We also must employ a corollary. We should afford our key up-and-comers a chance to present results to our board. It lets those folks see we value their contributions. It also lets our board give us valuable feedback about these individuals. After all, we rely on the board to second guess us, to help us chart new paths; shouldn’t they also be useful in helping us hone the skills of our next leaders? Isn’t that the best way to grow the company- to have folks ready and able to handle the new responsibilities and tasks that come with that growth?
Totally agree. A motivated employee whose good ideas don’t get recognized soon gets discouraged. I see too many bosses that shoot themselves in the foot this way. Sad.
Yup, Alessa, it’s not just the big bosses. Often, especially in larger teams, the mid-level boss is afraid to lose his best team members, because he fears his team will suffer the loss- so he holds him/her back, like it’s a private treasure.
people are asset who can be discarded if company does not grow 🙂 self motivation and continual learning is key to growth for any individual
Amar Naik recently posted..Did you Test your Eyes?
Amar-
I think too many companies DISREGARD many an employee and thus do not grow…
So, yes, self-motivation and continual learning affords that talented soul the ability to seek some avenue to insure his/her growth and rewards. It would be so much easier (and better for all concerned) if that did not mean continually jumping ship.
Thanks for the visit and the comment.
I spent years working for a company that would hold an annual meeting there the CEO would give a talk that always ended with the promise that he would be right there with us to “walk the walk and talk the talk” then he would get into his Rolls and drive away, never to be seen again for another 365 days. I always liked to move my people up the chain because in the long run, it made my job easier. Sadly, there is a certain percent at the bottom that drag on the team then hide behind their unions to keep us bogged down with them. It really is a challenge to get the best from all the players, but we must keep trying.
Chef William recently posted..Tropical Coolers
William, I could say “Amen, brother”, but that only perpetuates the ability of folks like your boss to provide lip service.
This really must become a focus of the corporate boards- because they are entrusted (ok, theoretically) with the growth and health of the company. Too many of them only see their compensation, their needs, and the needs of the guy (it typically IS a guy) who put them there as their only concerns.
No wonder Congress sees their role in a similar fashion. (Yes, this shut down is REALLY ticking me off….)
I totally agree. This was so well written too. Thank you
Carol Tomany recently posted..Liebster Award – have you been nominated?
Thanks, Carol. Now, we have to get all these companies to start doing what they say!
I totally agree. That said, I believe in results. It is of course important to motivate people and develop them. But at the end of the day, employees need to be judged by their results. It is what they have achieved that matters, right? Over here, it is all about process and it doesn’t work. Poor performance is not really addressed. That’s why I have set up my own business and I am much happier now. Maybe it is me, maybe I am not patient enough.
MuMuGB recently posted..Driving On The Wrong Side
I absolutely agree that employees AND managers are to be judged on results. But, that does not mean that mentoring, training, and developing the best talent falls by the wayside- or is not rewarded. Nor does it mean that poor performance not involve a demotion and/or a cut in pay- with subsequent failures “rewarded” with termination.
I may be the executive of my firm, but I have an obligation to develop those folks who were willing to affiliate with our mission and vision- and help them by culling out those that don’t advance our mission and help us achieve the vision.
Well said, Roy. I believe there are some companies that employ this strategy and are successful, but far too many do not.
Suerae:
Part of that reason is that it’s too easy to not do it- until you need to have your company be the best in the business. Part of the reason is the managers are afraid to lose their best team members- and lose them anyway…
Thanks for the visit and the comment.
I really like undercover boss for this reason. These big bosses don’t have a clue what is going on in the places they supervise. They never hear about the great employee who should be moved up, but isn’t because she is a girl or he is a boy from a disadvantaged background.
Ann Mullen recently posted..Senior Care Tips: Dealing with Diabetes
I have not watched it. But, I have had the opportunity to work for a few great firms that really believed in finding its best performers. and, as a consultant, I have worked really hard to insure our clients emulated the best performers one can see in the marketplace. Their ultimate results demonstrated the value of that effort!
Thanks for the visit and comment, Ann!
Interesting perspectives, Roy. I tend to deal with under performers differently than you recommend, but I don’t have the challenges of a large organization.
Nanette Levin recently posted..Home town pride is good for small business
I have decided long ago that I will use the baseball rule. Three strikes and you are out, Nanette!