Tag Archives: Employees

Fundamentals for the Greatest Possible ROI

An uncontroversial definition says that a company’s purpose is to generate wealth for shareholders.  But shareholders would actually prefer the greatest possible ROI.    Organizations that develop teams and processes that focus on customers thrive in the face of various economic climates and fulfill the promise of maximized ROI.  Here are four necessary elements of a successful company:

  1. EmployeesEmployees aren’t as interchangeable as employers often believe.  Employers must match the skills and passions of people to the jobs that must be done.  Otherwise, all we do is use the wrong tool (in this case, human capital) for the job.
  2. Products – Products that meet customers’ needs, sold at a fair price can sustain a business.  The opposite is not true: businesses cannot be sustained by products that fail to meet customer needs.
  3. Communication – Epictetus is said to have remarked that “we have two ears and one mouth so that we can listen twice as much as we speak.”  This truism marks the beginning of communicationCompanies would do well to listen and do vs. ignore and delay.
  4. Leadership – Leadership will be either the beginning or the end of customer service.  An executive team that focuses on growth at the expense of customer experience risks a calamity and misses additional growth.

To be sure, companies can ignore customers and survive… for a time.  The pivot point is that by executing these four pillars simultaneously, by delivering a valuable customer experience, companies maximize the ROI.  Without one element, the stability suffers.  Without two or more, it’s more likely the company will topple and fail.

Suffering from Organizational ADD?

Ambition is great.  Having it can help people set lofty goals which they might not otherwise achieve.  As NASA winds down the space shuttle program the world loses the urgency of Kennedy’s commitment to exploration and seemingly insurmountable goals.  That such a journey succeeded is not so much a testament to the audacious goal as it is to the single-minded focus of its attainment.

Do we have the focus required to achieve our business goals?  Can the people in our organizations depend on us to execute on a sharp vision of future, or, like Dug in Disney’s “Up” are we easily distracted?  Are we tempted to try to do everything at once?  Organizational ADD benefits no one; not customers, not employees, and not shareholders.

  • Employees suffer because each day brings a confusing array of new #1 priorities.  Without a clear and common objective we lose their engagement, loyalty and dedication.
  • Customers suffer because they lose faith in our ability to do what we say.  We lose their trust.
  • Shareholders suffer because our customers seek more dependable vendors/suppliers.  We lose their investment as we lose market capitalization.

What to do?

Chose a few good ideas and commit to doing them (the secret to accomplishing more).  Commit equally to not be pulled astray by flavor-of-the-month ideas.  The pivot point is that focus is the partner of ambition while squirrels are the enemy.

Einstein’s Theory of Employee Rankings

Want engaged employees?  Want better performance from your employees?  Don’t compare them to their peers. If you do, achievers lose their drive to achieve and under-achievers surrender.

Comparing employees to their peers de-motivates people.  Iwan Barankay’s study supports the conclusion that “telling people about their rank reduces their effort.”  The experiment demonstrated that those who received feedback were 30% less likely to return to work than those who had no feedback.  Of those who returned, those receiving rank feedback were 22% less productive than those receiving no feedback. The Wharton article summarizes: “people who rank highly think, ‘I am already number one, so why try harder?’ And people who are far behind can become depressed about their work and give up.”

Rank feedback is inadequate because the comparison is made against the wrong benchmark.  After all, your products and services must compete with those of your competitors.  It stands to reason your people must be better than the competitor’s in order to “win” in business.  Many a high school valedictorian found the competition at the next level made them average. Their performance hadn’t changed in absolute terms, but in relative terms they lost ground.  According to Einstein,

When a man sits with a pretty girl for an hour, it seems like a minute. But let him sit on a hot stove for a minute-and it’s longer than any hour. That’s relativity.

It’s all relative.  How disappointed would you be if Employee A left for the competition? What about Employee C?

If you must rank employees, the pivot point is to benchmark performance relative to the competition, not one another.