Every company that we have met that has a cash flow problem or were unsatisfied with their growth or profits also had a people problem. Growth problems attributable to bad strategy are also people problems because companies that choose the right people (including advisors, consultants, and coaches) are less likely to have strategy problems. Think about it, the employees of the business are like the cogs that keep a machine running. So doesn’t it make sense that when you have rusty pieces in the machine it won’t operate at optimum performance? My partners and I have yet to meet a company that could demonstrate that at least 50% of their employees were “A” players-most have 25% or less. Research shows that replacing even one “B” or “C” player with an “A” player has a big impact on a person’s business.
Some companies have a misunderstanding of what would happen if a company made the commitment to do what it takes to put top performers in every position in their company. Some of these include:
These are all myths. Building a high-performance organization can be achieved and learned by any company. Just like any machine that takes proper maintenance and care to keep it running smoothly, when problems are ignored the repairs are costly. It is much more efficient and cost effective to ward off those repairs. People are already spending time interviewing candidates. They just need to learn the right techniques and processes to determine whether people they interview are the right choices for the positions. The real challenge is having an organization wide commitment to a high-performance standard, and practice makes perfect.
Howard Shore is a business growth expert who works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm please contact Howard Shore at [phone link=”true”] or firstname.lastname@example.org.