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Actual for You - Leaders Invest in Growing and Developing People
In this article I'd like to talk about the first three steps I believe are vital in starting up your own import-export business.The first and most important step is to determine your interests.It goes without saying that the most successful businesses are those where it ceases to be considered work for the owner. We've all heard stories
Managers who view "their people" as property are cold and dispassionate. In fact, they would make perfect donors for heart transplants – their hearts have had such little use!
It's heartless to view people as less than human. Maybe it's just because I was raised on a
Have you ever called a company and been greeted with the phrase “Hold, please”? How do they know you can hold? They don’t even know who you are. Maybe you can’t hold; maybe you have 10 seconds of juice left on your cell phone and your hair is on fire. Then you finally get someone on the phone, only to be told, “I can’t actually help you; I’m just pai
Successful leaders understand the difference between things and people in an organization. They know that it's important to manage things, but that it's even more important to lead people. Leaders don't just mouth empty phrases like "people are our greatest resource"; they demonstrate by their actions that people – not strategy, products, plans, processes, or systems – are the most critical factor in an organization's performance. That's why leaders invest heavily in growing and developing people, while managers see people as objects to be commanded and controlled.
In his Fortune article "A New Way to Think about Employees," Thomas Stewart writes, "We should not confuse human beings with human capital at all. Surely people are not assets in the same way that their desks and chairs are assets, or that factories or bank balances are." Phrases like "head count" dehumanize and objectify people. We could really push this further and make the same argument for "human resources." Most of us want to be treated as a person, not a resource. Indeed, some companies now refer to this department in their organizations as People rather than Human Resources. Most of us want to be treated as a person, not a resource.
Managers who view "their people" as property are cold and dispassionate. In fact, they would make perfect donors for heart transplants – their hearts have had such little use!
It's heartless to view people as less than human. Maybe it's just because I was raised on a
I’ve recently been working with a small business close to where I live. It’s an accountancy practice. It’s a great little business. Super people, working very hard and really trying hard for their customers. However, every once in a while they get a customer complaint. And, when they do, I see some interesting things start to happen.First
In his Fortune article "A New Way to Think about Employees," Thomas Stewart writes, "We should not confuse human beings with human capital at all. Surely people are not assets in the same way that their desks and chairs are assets, or that factories or bank balances are." Phrases like "head count" dehumanize and objectify people. We could really push this further and make the same argument for "human resources." Most of us want to be treated as a person, not a resource. Indeed, some companies now refer to this department in their organizations as People rather than Human Resources. Most of us want to be treated as a person, not a resource.
Managers who view "their people" as property are cold and dispassionate. In fact, they would make perfect donors for heart transplants – their hearts have had such little use!
It's heartless to view people as less than human. Maybe it's just because I was raised on a
IT sector in Bangalore is all set to unfold millions of opportunities… Bangalore is dwelling with more than 1700 high-tech IT companies and hosting a constant demand for qualified techno’s.The job market is booming and the talented ones can pick and choose a firm of their choice. With prospective hiring to be done in multiples of thousands in
In his Fortune article "A New Way to Think about Employees," Thomas Stewart writes, "We should not confuse human beings with human capital at all. Surely people are not assets in the same way that their desks and chairs are assets, or that factories or bank balances are." Phrases like "head count" dehumanize and objectify people. We could really push this further and make the same argument for "human resources." Most of us want to be treated as a person, not a resource. Indeed, some companies now refer to this department in their organizations as People rather than Human Resources. Most of us want to be treated as a person, not a resource.
Managers who view "their people" as property are cold and dispassionate. In fact, they would make perfect donors for heart transplants – their hearts have had such little use!
It's heartless to view people as less than human. Maybe it's just because I was raised on a
When I stumbled across the company that I am with now, I didn’t know anything about multi level marketing. I was a business owner with twelve employees.One day a gentleman walked into my office wanting to know if he could speak to me and my employees about the discount dental benefits package he had to offer. After he talked about the benefits
Managers who view "their people" as property are cold and dispassionate. In fact, they would make perfect donors for heart transplants – their hearts have had such little use!
It's heartless to view people as less than human. Maybe it's just because I was raised on a
Now is the time to take a new look at how you organize and manage your enterprise, in order to compete in the 21st century.Technology has made it imperative that the enterprise quickly change and adapt to serve customers and markets. Technology enables us to focus on the specific economic output and input results that form a value-quality chai
Managers who view "their people" as property are cold and dispassionate. In fact, they would make perfect donors for heart transplants – their hearts have had such little use!
It's heartless to view people as less than human. Maybe it's just because I was raised on a farm, but whenever I hear managers use the term "head count" (and I hear it a lot), it grates on me like fingernails scratching a blackboard. When managers say things like "we've got to reduce our head count" or "what's the head count in your division?", I immediately think of cattle. In the community where I grew up, farmers would ask each other questions like "how many head are you milking?" when talking about cows in a dairy herd. People were never referred to this way.
Of course, some managers will argue that "head count" is just an expression – "mere words," they'll say. Sometimes that's true. But in my experience, these "mere words" often convey a deeper set of values about how people are viewed and treated in an organization. Despite all their pious declarations about the importance of people, leadership, and values, far too many managers treat people in their organizations with about as much care as they would attach to an inventory of office equipment. They are just one more set of assets to be managed. These just happen to be breathing and have skin wrapped around them.
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