Why have you created a Company?

Coaching, Team, Training, Learning, Business, Sport, Life, Linguistica, comunicazione, Marketing, Persuasione, PNL, Enrico, carollo, Enrico Carollo, NLP, persuasion, sales, training, productivity, team, lego, serious, play, lego serious play

When talking with some of the best professionals in human resources and business development, it is a bit staggering to hear that: there is an almost total lack of ability in creating a team from supposed managers. And the incontrovertible fact shows that 87% of the people leaving their job tell something like “I didn’t feel part of a team, we didn’t have a common purpose, a clear mission was missing”.

The question that suddenly comes is: why have you created a company? And the spontaneous, suddenly answer I would expect is something like:

To put in people who do well their job and representing excellence, and working effectively to ensure results that are useful to them, and therefore to the company.

Other responses are unnecessary: ​​you certainly created a company to make your product and sell it, or your service and sell it, and earn from the sales. Of course you created your own company for your ideals and values. That is why you will agree with me that people make up any company, and that such people have to work together in an integrated manner to be effective at all levels.

So, people working for a company must:

  1. Understand and follow corporate strategies
  2. Helping each other
  3. Engage and motivate for their role and activity

In a word, TEAMWORK.

However, sometimes individual work is better than teamwork, for example when a team highlights the  “unloading” phenomenon or sentences like “it’s not my fault if …”. In this case, lack of leadership, not so clear goals, (un)shared mission and vision are the basis of this mess. You lived them too, did not you?

Other times, you think that training for excellence is only responsibility of the team’s “leader”. This is a passive attitude that hurt the whole team. It is true that the leader is the first to give an example, as it is true that complaining without doing by giving the usual words “if he’s payd for that, and he’s missing it, why should I do?” leads to a decline in collaborative work, so to the results, and consequently to your salary. And nobody wants this, am I right?

Finally, it is often thought that doing well your job is a necessary and sufficient condition for achieving results. Thus, the master commands, the manager executes and the operative does according to a command-execution chain that has mainly drawbacks: the sustainability improvement of many tasks results from the effective management of:

  1. Do the task
  2. Learning management
  3. intra/extra -team behaviors management

so knowing how to coordinate and manage these three elements is crucial to long-run successful work.

Therefore, to a company’s employees, I want to say: stop blattering, do and produce when the surrounding conditions (learning, working conditions, personal satisfaction, salary, etc.) are good and are related to your being; conversely, find something you like to do, satisfy yourself, and do it. Probably in another company.

Instead, to the leaders and managers of a company I want to say: just like workers, do what you need to do for managing a company, and if you don’t feel comfortable, change. Additionally, you have an extra responsibility: let the company produces, at its best, to have the opportunity to raise its head in today’s competitive market.

Your customers buy your people, plus your product’s added value, and the whole ecosystem surrounding. For their only interests. And it can’t be otherwise.

A single puzzle out of place will disrupt the supply chain, consuming energy, time and money.

There are several tools to create benefits, to grow globally, to learn from your experience and achieve excellence. It all starts from identifying a mission, a vision, being engaging, do before you talk and act without promising.

Now, I’m pretty certain that lots of you is thinking something looking like “oh, well, of course you’re right, I’m the best super-mega-top manager that my company could have, I did everything you say, and the results that I’ve been getting are the confirmation. “

Well, dear my super-mega-top-manager, now I want to stop with just a question for you, for which I want a reliable, data-measurable answer (thoughts and sensations are invalid answers): how do you know the results you are getting are the best you can get?

Write your answer in the comments. I’m going to read them with great curiosity.


Hear from you soon,


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