Why do so many hard-working managers understand what makes people perform, yet still undermine the success of their business? Why do so many companies fund training programmes and knowledge management initiatives, but see little benefit from those efforts? Knowing what to do isn’t enough. Companies must inspire action to turn all of this knowledge into achievements that improve their business results.
In many companies managers spend so much time fighting internal battles they have little time left to fight the company’s competitors. Points are scored on the elaborateness of internal presentations (so people spend inordinate amounts of time preparing them to impress their bosses) and not on tangible results.
In other companies the penalty for failure is so great that managers spend their time preserving the status quo instead of trying to find new approaches. The fear that someone else might develop a better method or gain more recognition and, perhaps, a greater reward, prevents people from learning from each other, but it doesn’t have to be this way. If you observe the following guidelines, you can make the most of your company’s collective knowledge.