Page 105 - How to Drive the Bottom Line with People

Knowing Players from Fans

Culture-driven, people-centered organizations adopt
a healthier approach. They are always looking for

players, even if no need exists. This requires a com-
mitment to scout for players, but the time is well spent.
Players make immediate contributions without tearing

the cultural fabric of the organization. On the other
hand, impostors rarely contribute more than dissent
and disdain.
Unfortunately, leaders are often the last to see
impostors at work. Team members forced to work

next to an imposter quickly recognize it. When lead-
ers finally see the problem and remove the impostor,
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others in the organization respond with this remark: =

“What took you so long?”
Imagine allowing three fans to suit up for the Dal-
las Cowboys’ next game. How long would it take for
veteran Cowboys players to identify the impostors?
My guess is the players, face to face with one another,

would figure it out in the huddle. Coaches, watching
from a distance, might want to see a few plays. Regret-
tably, the larger the team, the more difficult it becomes

to differentiate players from fans—impostors from
players.
Our best hires at United are products of multiple
interviews, skill assessments, reference checks, and