We’re all familiar with concept of getting the right people on the bus before you even think about embarking on any sort of challenge but how many times have you wished you could get the wrong ones off at the next stop just a little bit faster?
Depending on the employment laws where you are, this can be pretty tricky, particularly when you wish to demonstrate you’ve tried everything reasonable to find the right seat or get the person to a place where they “get it” and are capable of operating in your organisation.
Buried at the bottom of this Guardian article I read that Amazon have apparently hit upon the genius idea of Pay to Quit : simply offering a standing $2000 to anyone that wants to quit. Continue reading →
Ever been in a room full of smart people asked a question?
It’s not hard for them to come up with a bunch of perfectly sensible, rational answers founded on
prejudice and assumption experience and logic. Reasonable and rational propositions abound but crucially, they’re often not founded on evidence.
It’s pretty much how it seems some financial reporting works. Revenue was down 4% this quarter due to :
- the weather was [hotter/wetter/colder/windier], so people didn’t behave normally
- the [insert sports event here] took place which distracted people
- competitors launched a new ad campaign
- the planets weren’t in alignment
- etc, etc.
Some, none or all of them may be true but as they say, correlation is not causation.
This post about discussing challenge and direction on The Lean Thinker blog, highlights a great use of reframing to get round this problem.
Mark describes how a well-meaning manager keeps asking one of his people “How can we reduce the overtime”. Continue reading →