You’ve got the right players on the ﬁeld— that’s a great start. Now they need to work together, steadily improve their performance, be motivated, stay with the company, and grow as leaders.
In other words, they need to be managed.
People management covers a wide range of activities, but it really comes down to six fundamental practices.
No person can undertake these activities alone—far from it— so let me phrase them as company-wide practices. To manage people well, companies should:
- Elevate HR to a position of power and primacy in the organization, and make sure HR people have the special qualities to help managers build leaders and careers. In fact, the best HR types are pastors and parents in the same package.
- Use a rigorous, nonbureaucratic evaluation system, monitored for integrity with the same intensity as Sarbanes-Oxley Act compliance.
- Create effective mechanisms—read: money, recognition, and training—to motivate and retain.
- Face straight into charged relationships—with unions, stars, sliders, and disrupters.
- Fight gravity, and instead of taking the middle 70 percent for granted, treat them like the heart and soul of the organization.
- Design the org chart to be as ﬂat as possible, with blindingly clear reporting relationships and responsibilities.
注：Sarbanes-Oxley Act: 萨班斯·奥克斯利法案，起源于美国安然公司倒闭后引起的美国股市剧烈动荡，投资人纷纷抽逃资金。为防止和保证上市公司财务丑闻不再发生，由美国参议员Sarbanes和美国众议员Oxley联合提出了一项法案，该法案即以他们的名字命名。