Page 52 - How to Drive the Bottom Line with People

Built to Serve

agers sitting in the corner office thousands of miles
away, the figures fit nicely on the same spreadsheet,

but they tell significantly different stories.
Inherent in this storekeeper-merchant comparison
is the belief that an organization’s potential is impor-

tant. People-centered organizations speak the lan-
guage of potential—not so much as it relates to a sales
number, as important as that may be, but rather as it
relates to the workforce itself.
Simply put, engaging people in a manner meant to

maximize their contributions makes a difference for
both the organization and its people.
28
= My father was a petroleum engineer. During his 35-

year career, he took on many challenges, but perhaps
none more rewarding than the Bravo Dome project in
the oil-rich Permian Basin of West Texas. This inno-
vative undertaking involved injecting carbon dioxide
into wells to enhance production.

Introduced 25 years ago, this technology is still in
use today as a means of maximizing oil recovery.
Similarly, people-centered organizations take an

innovative approach to injecting people with spirit-
lifting energy to reach new levels of performance.
Cultures able to create this advantage achieve sus-
tainable success.