Tags |
|
|
Links |
|
|
Actual for You - Why Build a Good Company When You Can Build a Great One?
During the holiday season, and in business generally, we can hear the pursuit of more: more money, more customers, more profits, more food, more clothing, more friends, more time, more more.When is more, enough? Do you have enough air to breathe and food to eat? Enough space to live in and business to keep you busy for a while?If you are reading this now, you’ve surely got enough in your life to give yourself an occasional rest, a break, a moment out of the persistent quest for more…a chance to really enjoy wha
As I thought about the bus and the right person in the right seat analogy I concluded that he had given us a great symbol for the business organization.
Let me explain. I was blessed with a number of opportunities in business. First was my experience at five different Johnson and Johnson divisions and the eight management positions I held. Next was the twenty or
Finding office machines can be a real problem is the budget is tight. But the problem can be solved when you shop smart. And let’s face it, furnishing an office and finding high quality office machines on budget can be a little bit of a challenge. But with a little more effort, nothing’s impossible. Usually, a cubicle in an office can fully furnished within $6,000...but let’s just say that if you shop smartly, you can get furnishing for each cubicle done for under $3,000! And who doesn’t know you can get office machines from
There’s a lot of truth to it, but Dr. James Collins’ book “Good to Great - Why Some Companies Make the Leap and Others don’t” and his recent monograph “Good to Great and the Social Sectors” explains that there is more.
To cut quickly to a main point, Dr. Collins and his researchers explain that you first have to get the wrong people out of the business (or off the bus in his terms.) The wrong people destroy the initiative and motivation of the good people that are in place. Time and time again when a poor performer is let go, the remainder of the organization makes statements like, “What took them so long?” “Now that he or she is out of the way, we can get going.”
After you get the wrong ones off then you can start getting the right ones on. And this is when good things start to happen. The wrong people need to be motivated. The right ones don’t need to be motivated, they come ready to do the best they can. The wrong ones are constantly looking at what’s in it for them. The right ones choose you before you choose them. If they get on board it’s because they know they will be appreciated and will be handsomely rewarded for what they do.
But getting the wrong people off the bus and the right ones on the bus are only steps one and two - step three is the biggie. In order to move the organization ahead, to its fullest potential, you have to get the right people on the bus IN THE RIGHT SEATS!
That’s right. A good person in the wrong job does not perform outstanding work. He or she will perform good work, but not the work that will take the organization to greatness.
That’s the story behind the story of Dr. James eleven great businesses. The CEOs all realized that if they were going to spend the time and energy to build a good organization that produced good results, why not build a great organization that produced great results?
As I thought about the bus and the right person in the right seat analogy I concluded that he had given us a great symbol for the business organization.
Let me explain. I was blessed with a number of opportunities in business. First was my experience at five different Johnson and Johnson divisions and the eight management positions I held. Next was the twenty or
Finding a job is hard. It takes persistence, confidence and preparation. That being said, there are things one can do to make the transition from unemployed to office superstar faster and less frustrating. The number one thing that alleviates job-finding anxiety is preparation. It cannot be stressed enough. Proper preparation includes researching the best job sites for one's industry, having an updated resume always available, and even knowing what to wear.JOB SITES Whether we like it or not, job
After you get the wrong ones off then you can start getting the right ones on. And this is when good things start to happen. The wrong people need to be motivated. The right ones don’t need to be motivated, they come ready to do the best they can. The wrong ones are constantly looking at what’s in it for them. The right ones choose you before you choose them. If they get on board it’s because they know they will be appreciated and will be handsomely rewarded for what they do.
But getting the wrong people off the bus and the right ones on the bus are only steps one and two - step three is the biggie. In order to move the organization ahead, to its fullest potential, you have to get the right people on the bus IN THE RIGHT SEATS!
That’s right. A good person in the wrong job does not perform outstanding work. He or she will perform good work, but not the work that will take the organization to greatness.
That’s the story behind the story of Dr. James eleven great businesses. The CEOs all realized that if they were going to spend the time and energy to build a good organization that produced good results, why not build a great organization that produced great results?
As I thought about the bus and the right person in the right seat analogy I concluded that he had given us a great symbol for the business organization.
Let me explain. I was blessed with a number of opportunities in business. First was my experience at five different Johnson and Johnson divisions and the eight management positions I held. Next was the twenty or
Most people understand that if they decide to change the location of a bathroom halfway through construction of a house it is going to cost them extra money. That’s why they spend so long making sure the plans are right before they begin.But it is amazing the number of people who don’t apply this same logic to business. Say, for instance, when they use a graphic design firm. A lot of people begin working with a designer with only a vague brief, then make important decisions on the fly, or even change their minds halfw
But getting the wrong people off the bus and the right ones on the bus are only steps one and two - step three is the biggie. In order to move the organization ahead, to its fullest potential, you have to get the right people on the bus IN THE RIGHT SEATS!
That’s right. A good person in the wrong job does not perform outstanding work. He or she will perform good work, but not the work that will take the organization to greatness.
That’s the story behind the story of Dr. James eleven great businesses. The CEOs all realized that if they were going to spend the time and energy to build a good organization that produced good results, why not build a great organization that produced great results?
As I thought about the bus and the right person in the right seat analogy I concluded that he had given us a great symbol for the business organization.
Let me explain. I was blessed with a number of opportunities in business. First was my experience at five different Johnson and Johnson divisions and the eight management positions I held. Next was the twenty or
Many CEOs and marketing directors find their time wasted evaluating marketing opportunities instead of acting on them. When every possibility is followed, a meandering trail of hit and miss effectiveness is the result. Despite significant expenditure of time and money, marketing tactics may not produce the desired gains.What is their problem? They are missing a crucial step in the marketing arsenal -- branding. The power of branding is that it is not just for your customers. When done correctly, it also creates a road
That’s right. A good person in the wrong job does not perform outstanding work. He or she will perform good work, but not the work that will take the organization to greatness.
That’s the story behind the story of Dr. James eleven great businesses. The CEOs all realized that if they were going to spend the time and energy to build a good organization that produced good results, why not build a great organization that produced great results?
As I thought about the bus and the right person in the right seat analogy I concluded that he had given us a great symbol for the business organization.
Let me explain. I was blessed with a number of opportunities in business. First was my experience at five different Johnson and Johnson divisions and the eight management positions I held. Next was the twenty or
Often times we believe the depth of our customer does not extend beyond that of the business they do with us.In fact, it goes way beyond that. People love to talk about themselves, and if you take the time to talk to your customers about non-business topics, you will find that, more often than not, they are more than happy to engage you in conversation.By getting to know your customers, you can find a whole lot of valuable information from them. Such as where they live, do they have a family, what their hobbies
As I thought about the bus and the right person in the right seat analogy I concluded that he had given us a great symbol for the business organization.
Let me explain. I was blessed with a number of opportunities in business. First was my experience at five different Johnson and Johnson divisions and the eight management positions I held. Next was the twenty or so businesses I started from patents, ideas, or other peoples’ problems and last was the ten workouts I did for lenders and owners. In every case I took over a problem or an opportunity that had not yet been developed.
I became the driver of a bus that wasn’t going anywhere.
Here’s how I think Dr James’s bus analogy worked for me. The opportunity (or problem) is the bus. Sometimes it’s in parts and you have to put it together, sometimes it’s all together, but some of the parts are broken or worn out. Your job as the manager is to get the bus ready to motor on down the road.
Now I know much has been written about having a business plan before you do anything, getting a vision, spotting the problem to be solved or the niche to be served, but maybe that’s not really correct. Maybe you should first focus on who is on board.
Start by getting the wrong people off and then getting the right people on. Then let the right people all participate in deciding what’s wrong and what’s right. This gets them in the right seats. The changes they produce might even include picking a new direction for the bus to travel (a totally different product, or a new market to sell to, or a new process, or an entirely different way to sell.)
If you read Dr. James book, (and the monograph if you are interested in non-profits) and I hope you will, that’s exactly what you will see. Eleven great companies who started with a top manager committed to making the enterprise great and who made every decision based on what the management team knew was right - regardless of cost or consequences - took the companies to performance levels which far exceeded the best performers of the publicly traded corporations for at least fifteen straight years!.
Are the people on your bus the right ones? Are they sitting in the right seats?
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.actual4u.com/article/16704/actual4u-Why-Build-a-Good-Company-When-You-Can-Build-a-Great-One.html">Why Build a Good Company When You Can Build a Great One?</a>
BB link (for phorums):
[url=http://www.actual4u.com/article/16704/actual4u-Why-Build-a-Good-Company-When-You-Can-Build-a-Great-One.html]Why Build a Good Company When You Can Build a Great One?[/url]
Related Articles:
Health and Business: Improve Your Bottom Line
Marketing To Teens & Tweens - The Big Payoff
Bookmark it:
|