Post from: MAPpingCompanySuccess
Yesterday we focused on the importance of, and managers’ responsibility for, continually building their people, so they are ready for the challenges their company will face in the future, as opposed to firing them for having the wrong skill-set.
Later on I was discussing the whole terminate vs. develop thing with EMANIO CEO KG Charles-Harris and he made an interesting comment.
There is no question that creating a good culture is essential and underinvested in. However, there are cultural biases in the US that are different from some other countries. And while there is something to be said for the extreme success of American business, my background is in Sweden, which has the highest number of multinationals per capita. Clearly there is something that a country of 9 million is doing right.
While there are plenty of companies that do it right and studies to prove that doing it right is good for the bottom line, US companies are infamous for short-term thinking driven by Wall Street’s quarterly mentality.
Even when the right culture and supporting policies are in place managers at all levels need to monitor and make sure that the managers under them are encouraging their people to take advantage of them and often that doesn’t happen.
Further, great culture isn’t self-sustaining; it needs thought and TLC so it can grow and change as the company grows and changes, without losing the traits that make it great.
But if a culture that supports building people pays off, why doesn’t it happen more often?
The simple, but sad, answer is that building and sustaining a great culture that develops its people, as opposed to considering them expendable, is work—and people are lazy.
Flickr image credit: Yarik. OK