Fixing Your Business? Keep the Best, Churn the Rest

What if you showed up for work to find a new sign posted by the owners: “Keep the best, churn the rest”—and you knew the best, and the rest meant you and your colleagues at all levels? Chances are, it’d get your attention.  And that’s exactly what business owners Dick and Harry (made up names for a true illustration) had in mind when they posted that sign at their medium-sized company.

To read the rest of this article from the Houston Business Journal, see: Fixing your business? Start at the top with managers http://www.bizjournals.com/houston/stories/2007/10/29/smallb5.html

Dick and Harry had allowed their company to drift into unprofitability.  Though they brought in more business, profits never increased.  And the more jobs they took on, the crazier their lives became.  They were so exhausted trying to stay afloat, they didn’t have time to plan how to get out of the mess—until a stress-induced fight finally forced them to stop and think.  It was change or lose the business.

They realized they had a lackadaisical staff, lackadaisically managed, producing minimally.  The big problem was their poor leadership.  Dick and Harry had let their standards slide.  They’d stopped being leaders and had become conflict-avoidant fixers.

They complained whenever something was done wrong, but they fixed it themselves.  They worked harder and dumber.  No one was re-trained or fired.  They never stopped bullies. The result?  The more business that came in, the worse their quality and the more profit gushed out of their pipeline.

The more frantic they had become, the less they enforced behavioral standards.  Over time, narcissism, cranky complaining, criticism, whining, demanding, bullying, emotional drama, back-stabbing, sabotage, negativity, hostility, cliques, cyberbullying, personal vendettas, turf fights, entitlement, claims of unhappiness and poor morale, control-freaks, toxic nastiness, gossip, disruptive actions and lying increased.  These behaviors are the typical signs of problems.

When standards slid, the best people left because they got tired of being forced to work with jerks who prevented success.  And they hated being paid the same as jerks.

Dick and Harry started demanding excellence from themselves.  Before they could fix problem employees, they had to fix themselves.

To let their staff know that there would be a new culture of high performance and accountability, they started an internal campaign: “Keep the best, churn the rest.”  To show that wasn’t a punitive exercise or mass downsizing, the slogan meant four things:

• They began at the top.  If they didn’t perform, they’d leave because they weren’t worthy of leading the company.
• Fixing managerial problems was urgent because problems at the top cost more.  One problem manager caused more damage than one problem employee.
• “Keep” meant increasing rewards because each quality worker is worth more than two jerks.
• “The best” meant competent, productive employees, not just shooting stars.

Although Dick and Harry needed to reward good performers, they also needed to demand high quality and accountability at all levels. That meant honest evaluations, with rewards and consequences.  They knew they had to stop bullying.

Dick and Harry didn’t expect a quick fix.  And there wasn’t one.  During the next 18 months, they turned over about 35 percent of their staff, including managers.  But they stuck to their plan. They walked the walk and talked the talk.

The company turned around.  The more they kept the best, the easier it became to churn the rest.  At all levels, unmotivated or incompetent people were gone.

High standards protect everyone from unprofessional behavior.  Learn what you can do to eliminate the high cost of low attitudes, behavior and performance.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Are Kids Pressured Too Much in School?

With the showings of “Race to Nowhere,” and the publicity surrounding “Tiger Mom” Amy Chua, many people are excited by the debate about whether kids are being pressured too much to get perfect grades in school and to be perfect in extra-curricular activities.  The assumption in these debates is that if we talk and reason enough, if we listen to the kids’ feelings and the parents fears and hopes we’ll figure out just the right balance. That can be a fun debate if someone else is providing the food and drinks, but I think these are the wrong considerations based on the wrong assumptions.

The important question is what can we find that will be so attractive to each individual child that they’ll drive themselves to learn and master themselves and the subject.  That is; they’ll be so excited, they’ll become relentless in their pursuit of mastery in that subject.  They’ll develop determination and self-discipline.  And maybe they’ll continue with that subject all their lives or maybe they’ll move on to a different one.

In a sense, the pressure will come from the inside.  Except that since there’s such joy in being possessed by our own drive and desire we don’t feel pressure; we feel relentless resolve and determination to struggle and struggle until we succeed.

We know the truth when we look at our employees and co-workers.  We recognize the go-getters who are inspired from the inside.  They don’t require intensive motivation to want to excel, although recognition and rewards are nice.  That drive for excellence, that zest and passion for accomplishment is catching.

The corollary of course is what do we, as adults, have that draws us with the same passion and intensity?  I hope there’s something and I hope it never ends.

There’s an archetypal story of Teddy Roosevelt (I believe) going to pay homage to Oliver Wendell Holmes, in his 90s, before the great man died.  When he enters, he sees Holmes reading Plato.  Knowing Holmes age and impending death, Roosevelt asks, “Why are you reading Plato?”  Holmes answers, “To improve my mind.”

Another example of the opposite is a person who, at age 45, said she didn’t need to learn anything more in her life.  She knew enough to make it the rest of the way.  So she kept trudging in her rut the rest of the way.  Where’s the excitement and joy in that?

Distinguish between what’s worthy of your life’s energy and what wastes it.  Then do it with passion and intensity, with joy and wonder.  What could be a better use of your time and energy?

If your children are the targets of bullies and school officials who aren’t protecting them, you need to take charge.  With expert coaching and consulting, we can become strong and skilled enough to overcome principals and other officials who won’t do what’s right.  We can plan tactics that are appropriate to us and to the situation.

“How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids,” have many examples of children and adults commanding themselves and then stopping bullies.  For more personalized coaching call me at 877-8Bullies (877-828-5543).