Thomson Reuters

Not always It is easy. A manager of human resources at a metals company recently told me that it was getting crazy trying to change promotions on your company criteria to emphasize growth over cost-cutting. The culture valued more greedy managers, and this attitude was immovable. The Manager realized that adaptability to culture was crucial. See the case of Thomson, one of major publishers of newspapers, who decided to leave the world of journalism altogether in 2000 (best year in profits for newspapers). The decision seemed crazy, but Thomson (now Thomson Reuters) was adapting to the world that saw coming. Their culture encouraged such radical thinking: in other decades, the company had been interested and abandoned oil, airlines and other industries. Unfortunately, fighting against a well rooted culture could be useless unless you’re the boss.

I told the Manager of human resources while the economy improved, it could be time change. Can not get rid of the bad players might think that a recession is the right time to get rid of bad players; It is easy to know who are, and perhaps still have to stay with them. The problem is that some managers seem to think that the problems are cause of whatever except people. When James Kilt took the helm at Gillette, sales and earnings had been flat for years. When he revised the performance analysis, he realized that 74% of managers had received high ratings and only 3% had received very low ratings. It is very difficult to get rid of the bad performance when almost all are geniuses. What is the solution? Be honest evaluations: should be encouraged a culture in which everyone, regardless of level, can tell the truth.

It may not be a popular action, but we must explain this is to face the reality. These problems are well built up. The good news is that resolving them does not require nor of technology of last generation or complex analysis, only attitude and value, that everyone can have, and that can be fostered by a historic recession. List of actions for the 1 recession. Get up and let you see. It is a simple but powerful way for leaders to be effective. Warren Buffett has increased its visibility during the recession, reassuring investors and even helping to calm markets. 2 Change the culture with stories. Southwest Airlines has always understood this, celebrating stories of employees who did something heroic by its customers. Make sure that the stories that you repeat contemplate the culture that you are promoting as the economy recovers. 3 Improve the standards of the people. As the unemployment rate is very high, there is the opportunity to improve the conditions of those who connection and ascended, as McKinsey and other leading factories are doing.

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