FEELINGS Drive the Real Bottom-Line in Organizations!
"Formula == How to Get Customers and Employees to Love Your Business"
Why are so many businesses and organizations struggling? Why are
many employees more disloyal today than ever before? How can
managers and leaders continue to produce more, with fewer resources,
with more organizational changes, and with an encroaching global
market? How can managers maintain high performance while
organizational chaos and dysfunction abounds?
E-Mail Amusement or Management Reality Check?
Recently I received one of those chain e-mails captioned "idiot
sightings" that would appear humorous if it weren't so true. It read
At a good-bye luncheon for an old and dear coworker who was
leaving the company due to "downsizing," our manager commented
cheerfully, " this is fun. We should do this more often." Not a
word was spoken. We all just looked at each other with that deer in
the headlights stare. (Fortune 500 Company)
Given my 30+ years' experience in corporations, I suspect that at
another luncheon the leadership team of the same company was
addressing lack of employee commitment, employee morale, missed
goals, employee absenteeism, and employee turnover!
If you think this manager is an isolated incident, here are more
examples from my past while working my way to the top of several
organization(s); namely, health care, automotive manufacturing,
education, robotics, paper packaging and financial services:
-A CFO berating his entire staff, on average once per week
"I can get anyone off the streets to do a better job than
anyone I currently have on staff!"
-A VP Marketing asking his Assistant to falsify receipts for
him in order to gain company expense reimbursement.
-A CEO shouting, "I don't have to be a good manager, I am the
leader of this organization."
How do you think employees in these organizations deal with outside
customers? Unbelievably, these same companies support "programs of
the year" and programs of the month" to address customer service
issues and employee retention programs!
How and Why People Perform? What's the Formula?
Those involved in mastering the heart and soul of human performance
have learned from great research and authors such as Allison Rossette
and Dana Gaines Robinson, performance experts, that the formula for
human performance is really simple:
Skills + Knowledge + FEELINGS == Performance (Good or Bad)
Wow! Now, take a look at the examples above and ones from your own
experience. What's the missing link? The obvious answer:
FEELINGS, yet many organizations spend millions of dollars training
skills and knowledge; in fact, hire employees based upon skills and
knowledge. Success Magazine says most people fail in business not
because of capability but because of a lack of people skills!
What impact does CHANGE within an organization have on an
individual's performance, department performance, company
performance? From the idiot example above, how long would it take
that manager's department to re-establish peak performance, if ever?
It is really very simple but requires a deep understanding of the
SIMPLE, STEP-BY-STEP EXPERIENTIAL PROCESSES involved in achieving
organizational success, no matter what business or industry; it's all
about relationships and people. It's about hiring the right people,
trusting them, and managing them like owners.
Values, Faith Based Management
Perhaps because of the media attention to the Enron's, Arthur
Anderson's, and other corporate scandals, we see an emergence of more
discussions in management circles on values, ethics, and even faith-
at-work programs. We also see CEO's and Managers who wish to impose
their "goodness" on their employees; for example, CEO of Prince
Industries, Mark Miller says he believes in "helping his employees
even when they may not be open to his help."
Intent vs. Impact. As we look at the performance formula, would the
impact of such good intentions have the same potential negative
impact as the idiot quotation?
Companies that Get It! Understanding & Managing the Performance
I consistently have a delightful experience when I visit my local
Starbucks because every clerk shows me that they LOVE their jobs; in
fact, I even asked one of them about that the other day and he
forthrightly said he LOVED his customers and his job. At another
visit to the same Starbucks, I asked the Manager how he hired people;
his response, "I hire for the right attitude; I know that I can train
them on the skills to perform the job." Notice how many companies
are branding themselves around customers feeling the love of their
products and services?
Here are a few more examples of corporate champions of performance
success - bottom-line profitability:
Southwest Airlines .Connie Barrett "Queen of Hearts" ..hiring
the right people and creating ownership and accountability.
* Synovus Financial ..Jimmy Blanchard offbeat style called
* GSD&M (third largest advertising agency in the US) .Roy Spence
* Quad Graphics ..Harry V. Quadracci (believed in management of
trusting his people)
* SAS Institute Jim Goodnight ."Software companies the size of
SAS have to replace more than 1,000 people a year; SAS loses fewer
than 100, a difference that saves the company between $60-80M
annually." Jeffrey Pfeffer, Stanford University
Organizations are no different than family
They mirror the behaviors of functional and dysfunctional family
interaction. We must focus on the interactions and behaviors
emanating from leadership and how those interactions and behaviors
manifest themselves throughout the organization.
It's not about motivation; it's not about all singing the company
song; it's not about cooperation vs. achievement. It's about people
coming together around a common cause, understanding clearly the
direction for achievement, have clear delineation of roles and
responsibility, everyone understanding, honoring and respecting their
uniqueness and strengths and the diversity of others, aligning their
values with those of the organization and holding people accountable.
This can be SIMPLE but definitely a well defined set of processes!
About the Author:
Peggy Pattison, Author, Speaker, Business Consultant, is an
Acknowledged Expert in the field of Business Performance
Development. Her background and services can be seen at