Who is your biggest asset?
I am tired of hearing the phrase: “people are a company’s biggest asset“…
People are NOT an organization’s biggest asset; even though I will not dispute the fact that 80% of a company’s worth is tied to its human capital…
Why the contradiction?
That’s because people are NOT your biggest asset…GOOD PEOPLE are! – THE RIGHT PEOPLE are! – THE RIGHT PEOPLE IN THE RIGHT ROLES are!….
Traditional management dogma…let me rephrase that: industrial-age management attitude is rigidly convinced that throwing bodies at problems guarantees solutions…worse: the criteria on which these bodies are picked are equally outdated and ridiculous – in my humble opinion…
Let me explain…
I have a client who measures everything like they measure the number of lines they pick per hour in their warehouse…in a scenario once where the demands were unacceptable, I was told to get more ‘developers’ on the job to deliver a complicated application that a third-party development house was struggling to finish in a couple of weeks instead of the 10-12 weeks I had estimated it would realistically take to production if my team took over from the third-party…
I asked the client if they understood what they were asking for – and used the analogy of demanding a healthy, happy human baby in one month; expecting that hiring nine women would do the job…
The rigid, one-track mind of the (typically insecure) industrial-age ‘control-freak’ manager that I was dealing with ridiculed the analogy; and refused to accept that his methodology was flawed – he took on the role of ‘champion’ and convinced his leadership that I was not the ‘guy’ for the job. He embarked on his ambitious quest of delivering that application leveraging his ‘management experience’ to drive the third-party development team to finish the job in the two weeks that he calculated were all that were needed if he threw more developers at the problem…
I was eventually roped back in to try and figure out the mess because 13 weeks to the day I was told to shove the ‘healthy baby in one month using nine women’ analogy up my ‘you-know-what‘; the client was still struggling to get the product delivered, despite the ‘bodies’ they had thrown at the problem…sigh!
The ‘traditional/industrial-age’ CEO is picked for the CEO role because the expectation is that she/he (and there are more ‘he’ than there are ’she’ in that mentality, unfortunately) will jump right in, take control of the steering wheel, and drive as aggressively as she/he can toward the finish line…nothing else matters…
This methodology, historically, may have been effective in bringing ‘instant’ gratification to shareholders in the short term; but has historically also proven itself as being, unfortunately, not conducive to continuity, sustainability; and not capable of delivering long-term stability, reliability, and profitability…
…research the life and work of Lee Iacocca – the guy who rescued Chrysler quite literally from the jaws of death and who was single-handedly responsible for giving it probably the best decade of its existence – and you will see an example of where I am coming from with my observation and conclusion of how industrial-age management is, sadly, a short-term, ‘instant gratification’ methodology and nothing more — while Iacocca is quick to blame his successor, Bob Eaton, for Chrysler’s woes; if you read carefully, you’ll see that the very industrial-age, dictatorial leadership methodology that Iacocca exemplified and attributed to his successful tenure is the very reason why Chrysler suffers to this day…
Industrial age management is convinced that they can ‘create‘ the ‘right’ people by instilling ‘motivation’ in their employees – by having monthly bar-be-ques and throwing a ‘bone’ here and there in the form of incentives…
Really? Is that what motivation is all about?
Sure money, food, and goodies will go a long way in building goodwill with your employees - but ‘motivation’ in its essence will only manifest itself when the employee leaves home everyday ‘wanting‘ to go to work, ‘desiring‘ to take on that challenge, and ‘owning‘ the responsibility that your company has to its customers…
How about developing a self-sustaining culture that ensures employees are NOT ‘de-motivated‘ instead of (spending your time and money on) giving lip service to the concept of motivation?…
No one can ‘create’ the right people – whoever told you that ‘motivation’ and ’sincerity’ and ‘dedication’ and ‘commitment’ and ‘effectiveness’ and ‘efficiency’ and all the ‘good’ things that we love giving lip service to everyday can be ‘taught’ to and/or ‘instilled’ in the ‘right’ people; lied to you…
…YES! some people can ‘learn’ certain skills and attitudes – including the ones described above; but in the general context, no one can claim to have ‘created’ the ‘right’ people…
The ‘right’ people will come ‘pre-packaged’ with these qualities and will contribute to the ‘application’ of these qualities to your organization’s culture and functions…
Leadership Thinking, as understood within the ‘What Box?’ framework, requires leaders to determine:
1. If the vehicle is right for the journey to the finish line established
2. If the conditions are right for the type of vehicle selected for the journey
3. If the number of people determined to ride in (and navigate) the vehicle are right
4. If the right people are in the vehicle
5. If the right people are occupying the right seats in the vehicle
6. If the vehicle is headed to the right finish line
7. If the path towards that finish line is the right path
8. If the alternate/backup paths to the finish line are clearly understood and accepted by the right people in the vehicle
9. If the journey is altered to pursue a different finish line, for whatever unforeseen reason/circumstance, the right people in the vehicle have the right attitudes to be able to adapt
…before taking over the steering wheel and carefully, and intelligently maneuvering the vehicle to the finish line – with a clear understanding of what the next journey would be after reaching that finish line…
Compare this to the quick and dirty industrial-age methodology of getting to the finish line described earlier in this rant…
People are NOT a company’s biggest asset – THE RIGHT PEOPLE IN THE RIGHT ROLES are!!!

Working on a component of ‘
I was lost in thought when a friend snapped his fingers and said: “A penny for your thoughts!”…
As a species, we have always been ‘greedy’ and ’selfish’ (among many other things – good and bad)…
As odd as it may seem to some, many out there are ‘afraid’ of succeeding – in fact, pretty much everyone out there is afraid of everything that exists (and of everything that doesn’t exist as well – thanks to superstition and organized religion) – but that is a rant for another day…
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