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Good to Great Getting the Right People in the Right Places

Good to Great Getting the Right People in the Right Places. CEBI Fall Summit November 10, 2007 Marilyn Kinne. Striving for Greatness. Business Adages Work on your business not in it Lead by example Embrace change & adapt to it

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Good to Great Getting the Right People in the Right Places

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  1. Good to GreatGetting the Right People in the Right Places CEBI Fall Summit November 10, 2007 Marilyn Kinne

  2. Striving for Greatness • Business Adages • Work on your business not in it • Lead by example • Embrace change & adapt to it • We work through people – our employees • To be great or even good, we need to select these people well

  3. Good to GreatWhy Some Companies Make the Leap ....and Others Don’tbyJim Collins

  4. A Few Good To Great Lessons • “First Who... Then What” • “Get the right people on the right bus at the right time” • They didn’t figure out where to drive then get the people • They got the right people on, the wrong people off, and then chose where to drive • More adaptable • Existing buy-in if direction change is necessary

  5. Good To Great • The right people don’t need to be motivated and managed – they’re self-motivated to create something great • With the wrong people, direction doesn’t matter – the company still won’t become great • Great vision without great people is irrelevant

  6. Good To Great • “People are not your most important asset. The right people are” • Less motivated by what they’ll “get” – they won’t settle for less than great • They’ll do the right things and deliver the best results regardless of incentives • Put your best people on the biggest opportunities – not the biggest problems • Managing problems can make you good • Building on opportunities can make you great

  7. Good To Great • One crucial element is paradoxical • Managers argue and debate in pursuit of the best available answers • And then unify fully behind the final decision

  8. Good To Great • “Whether someone is the right person has more to do with character traits and innate capabilities than with specific knowledge, background, or skills” • Practical skills are teachable • Character, work ethic, basic intelligence, dedication to fulfilling commitments, and values are more ingrained • A trade or technical expertise can be taught, a basic work ethic cannot. Select the right person & develop the skills required

  9. Good To Great • G-t-G companies didn’t aim to turn lazy people into hard workers • They created an environment where hard working people would thrive and lazy people would either jump or get thrown off the bus

  10. Acculube Team Examples • Some “people” case studies • Managers • How and why we hired them • How they’ve progressed • Where they are today

  11. Acculube Team Examples • Right people, right bus, right time: Nelson • Highest & best use? • Wrong seat or needs to get off? • Right person may take some time to place • Right people as an asset: Dave • Give opportunities and stand back • Character & innate capabilities: Chris • “Lucky hire?” • Ombudsman -- Select & develop

  12. Relevance? • Is this relevant or important? And why? • We got the “right people” • Synergy =► great financial results • How do we repeat this? • What can we do to be sure we secure the next “right person”?

  13. Good to GreatGetting the Right People in the Right Places CEBI Fall Summit November 10, 2007 Marilyn Kinne

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