At a summer 2008 NPR broadcast, Lynn Neary talks about the elephant in the room of the book publishing industry. It’s an eye-opening event explaining why small publishers and their writers make little to no money in the book selling business. Now, you might be working for a corporation that’s managed by a Board of Directors, Fractional Chief Operating Officer Executive Officer, President, as well as a long list of upper management staff with titles like Vice President of Operations, Chief Operating Officer, Director of Administration and Macro Operations Management on and on and on.
Sometimes these organizations seem very top heavy, but if you belong to one, everyone seems so busy attending meetings, creating reports and directing projects. I noticed that at first he spoke about how hard he acted with the folks at Factory B to weed out the lazy attitude. Later he talked about how he takes great interest in his people, that he cared about their backgrounds and Macro Operations Management surprised them with understanding of details like that somebody’s wife was in hospital, etc..
Then again he talked about how the local Chinese managers don’t seem to comprehend what his firm wants. Then he complained that the Hong Kong managers frequently lose their temper and are not sensitive enough with the regional managers. OHow do we get the center to the top? If you’re thinking motivation you’ve got the cart before the horse. You may not be dealing with a problem of motivation. Make sure the person has the skills to do the job and the proper direction.
As you fine tune your management skills you’ll discover that you will need to spend less time with the top people, as they have been given the freedom and flexibility to handle their own jobs to a huge extent. You will spend less time managing the bottom of the barrel, since you’ve told them what to do and when you expect it. If they don’t begin producing we just show them the door. That should free up time to focus on greatly increasing profit and productivity by upgrading some of those average workers to HIHMs.
We did our examination with a group of eager young wannabe bank examiners. Oh, they did everything wrong! So we were all excited to get to the day where would sit in the boardroom and tell them how bad they were. Incidentally, the boardroom was the basement and it had a really long and sturdy table – sufficient for the board members and 6 bank examiners to sit around comfortably. The President, Chairman, CEO, COO had an ashtray and 4 cigars sitting in front of him.
What? A closed in stuffy basement and this guy was gonna light a cigar? You betcha! But not until the moment was perfect. And bear in mind, in the case of employees, you are paying $400,000 annually merely to have them in your business; before they supply anything for you.