Organisational success is vital. Here’s the key to achieving it.
This week I launched Contigo and asked what you wanted me to blog about. Thank you for your PM responses, here’s what you said:-
‘Don’t talk to me about raising the HR agenda in my organisation – you haven’t met our MD.’
‘I’m thinking of leaving – the Exec Team just aren’t interested in HR initiatives. They’re only interested in the numbers, not the people.’
‘He clenched his fist, banged the table and said, “Just sign the F@#&%g document, woman!” but I couldn’t because it just didn’t feel ethical.’
Morale is low, productivity is poor, staff turnover is high and all I’m told is, “Fire them, clean up the mess and bring in a new lot, that’s what HR are supposed to do, right?”
After my brief lie down in a darkened room, a question came to me.
Has the recent political shift to the right on both sides of the Atlantic increased general awareness of how leaders who bully and force their way forward seem to care very little about anything other than their own interests or anyone other than themselves?
The messages I received this week seemed united in their view that aggressive behaviour hits people and creates debilitating fear/resignation in the weak and powerful resentment/anger in the strong.
Dwight D. Eisenhower understood this. He was the 34th President of the United States of America, a five star general in the US Army during World War II and endorsed ‘Atoms for Peace’ at the United Nation General Assembly to ease Cold War tensions. I think his greatest ever quote was;
“I would rather try to persuade a man to go along, because once I have persuaded him, he will stick. If I scare him, he will stay just as long as he is scared, and then he is gone.”
This article is absolutely not about politics. It is about business and, to quote Zig Ziglar,
“You don’t build a business - you build people - and then people build your business”.
You see, we are all emotional creatures and so we react or respond to events depending on the nature of the stimulus and our level of experience and education to deal with it.
It could be argued that force is required sometimes to stimulate action but, seriously, it only ever draws a short term reaction and a longer term defensive response. Neither help us achieve vital, sustainable organisational success.
Again, we react OR respond to events. They’re totally different. Reaction is instinctive. Response is considered. When we stop and choose what we really want and think carefully about the best actions to achieve it, we make better progress. It’s the opposite of a knee-jerk or ignorant reaction.
We all want the same outcome in business. Everyone wants organisational success. It’s vital, right?
I think the business leaders in the examples above need help to choose better actions to bring them that desired outcome. The single greatest mistake made by management is to fail to train and develop their people (including themselves!). And for those who think they know it all already – a study by Accor recently found that 75% of leaders have no engagement plan or strategy even though 90% say engagement impacts on business success.
Knowledge is power but to know and not act is a pointless, desperate waste of life.
This short video is funny – I dare you not to laugh (or at least smile)…watch it for just 3 minutes.
You’ll know exactly what I mean when I say the marshmallows are profit and the ‘waiting’ is the equivalent of investing time and effort into setting your people up to succeed.
That is what Contigo does. Helps you set your people up to succeed.
Show your leaders the video. Have a conversation about it and then call me for your free consultation. Contigo is Spanish for ‘with you’ - Personable help for vital organisational success.