Research shows that the "human side" of business is what makes the difference in the bottom line of most organizations.  We help organizations more effectively Manage the Human Side of Business^sm by helping them focus on creating the environments that will allow for exceptional customer service and maximum shareholder return by employees who are personally responsible and who are lead by leaders who create those environments.

It’s not just processes, but people that drive performance.

Whether we want to admit it or not, everything that an organization does is either done by or for people.  People design and make the products or services; people market and sell the products or services; and people buy the products or services. 

What we’ve been able to determine from the research is that it is not process issues that drive organizational success.  Yes, all organizations have to control their processes, which allow them to control quality and costs.  However, as Gallup revealed in one of their articles, most organizations have done a pretty good job of achieving low cost as a result of the drive by many of the market forces.  Most organizations have done well with the various forms of process controls (Business Process Reengineering, TQM, Six Sigma, etc.), but what most have done poorly is the human side of the equation.

What differentiates the high performing organizations is not how well they have dealt with their process issues, but how well they have dealt with their people issues.  In fact, those organizations that have the highest levels of performance are those that have leveraged their people to achieve the greater efficiency in processes as well as superior levels of customer service.  What they have done is become Masters at Managing the Human Side of their Business^sm.

Fixing people with training does NOT work!

If training is going to achieve high levels of retention and transfer into the workplace, there are two things that must be done:

˛          Training needs to be delivered in such a way as to ensure that participants can apply what was learned…before they learn anything else.

˛          The environment at work must not only support the training, but also require that it be applied and measured against pre-agreed training objectives and outcomes.

In other words, people need to absorb and apply the first piece of information, before they learn the next piece of information and have the support of their manager in applying what they have learned.  

Manage the Environment not People!

The primary role of managers is to manage the environment! We cannot really manage people… they do either what they want to do, or what they believe they have to do. What we want managers to do is to create an environment where people want to, and can excel where they can, and do, perform at their best! 

In their efforts to improve productivity, many managers over-control people, and use the fear of negative consequences to obtain compliance or obedience. The result is a highly toxic environment in which talented people refuse to work… they leave. And those who do stay are more focused on staying out of trouble than they are on being productive. The end result is that this kind of manager achieves the exact opposite of what they are intending… lower productivity. And of course they blame it on their people.  

But the best managers understand the value of their people and help them excel in their jobs.  They engage their employees by constantly communicating with the employees and creating dialogs that help increase understanding and responsibility.

To learn more about how you can apply this philosophy to your organization and begin achieving phenomenal results that are far above average, please return to our main page and review our programs or contact us for a free consultation.

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Last Modified:  25 February 2008