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Winning “People Strategies” Critical to Business Success (Part 1)


Guest Blogger

Kevin Stinson, CEO, The Stinson Group, Inc.

A great business plan is just that. A great business plan. Well documented and outlined strategies, functional and easy to follow formulas, processes that are understandable and usable, and accurate market data are all critical ingredients in the recipe for a strong and profitable business. We all have been involved in companies where one or more of the key factors have been ignored or unattended to. Working in theses situations becomes burdensome, heavy with task orientated activities, all aimed at trying to “get back in the game”. We have also seen and been involved in organizations where all of the above are in good working order. But even in this scenario, the business is not firing on all eight cylinders. The results are not there from month to month, the general atmosphere within the ranks is one of discontent and there seems to be a consensus of “disassociation” among the employees. Why?

Unfortunately, there is no magic wand to wave that cures all the ills of the mis-firing business model. No one would disagree that there are multiple reasons and causes that together equal the sum of “less than robust” business performance and impact. However, the one element that is most often overlooked in attempts to solve the challenges of dysfunctionality is the element of developing your people in addition to your processes.

Little attention is given to helping people in the process of change. Everyone knows that unfortunately, the only people that like to change are wet babies. All else avoid it at all cost. To simply send a corporate mandate from the Top Floor telling someone to do a job differently to produce better results, rarely is effective. In fact, often it is counter productive, having the exact opposite effect. Why is this? Because change is an emotional process first, long before it is a logical one. If your people don’t buy into, at an emotional level, the change being asked of them, it simply becomes a temporary mechanical adjustment in the way they do things, and the desired impact doesn’t follow. It ‘s like they are singing the right words, but with the wrong tune. Something isn’t right. Frustration sets in from management to laborers and the process slows even more.

Moving people from cautious skepticism into willing acceptance and involvement is a fundamental focus of good leaders. To do this, leaders realize that simply issuing the order is not enough. They know that people do things for two reasons: because it moves them toward accomplishing their personal agenda and it moves them toward accomplishing their own personal agenda. There are two sides to every decision that we make; logic and emotion. While logic is seemingly the most important, rarely is it the most influential. Emotion drives each decision we make. Do I like that color? Will this make me look good? Does this get me closer to MY goal? You don’t have to think very long to discover that our decisions are based primarily on emotion, driven by the fulfillment of our personal agendas. How many times have we purchased something we like, only to invent the logic for the purchase after the fact!

Having brief but productive conversations with your team goes a long way in the motivation department. How much more aligned would the person be if they knew that their “boss” understood their personal motivations, and was willing to help them to whatever extent possible to achieve success within the confines of the employment situation. Tapping into the emotion side of business begins with this type of personal connection. You can’t ask someone to join you in your business efforts (driving your company, division, department toward its objectives) if you are not willing to join them at this emotion level. There is no “express lane” to alignment and it won’t happen over night. Who do you need to help make successful, so they can help you be successful?

Kevin Stinson, CEO,  The Stinson Group, Inc.

*The Stinson Group is a Strategic Partner of Horticultural Advantage in our Client Advantage and Executive Advantage programs.

The Stinson Group is committed to assisting their clients in managing the people side of the change equation. Since 1996 TSG has been helping to re-create corporate culture and drive behavior change throughout organizations on every continent. Products like Executive Relationship Building, Sustaining Executive Relationships, Value Add Selling, Client Satisfaction and Loyalty consulting are offered as one piece of a “master plan” to create change in a corporate culture. For further information, visit us at: http://www.thestinsongroup.net

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