Page 117 - stephen covey The seven habits of highly effective people

THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart

The remarkable thing was that almost all of the 800 who received the awards that year had
produced as much per person in terms of volume and profit as the previous year's 40. The spirit of
win-win had significantly increased the number of golden eggs and had fed the goose as well, releasing
enormous human energy and talent. The resulting synergy was astounding to almost everyone
involved.
Competition has its place in the marketplace or against last year's performance -- perhaps even
against another office or individual where there is no particular interdependence, no need to cooperate.
But cooperation in the workplace is as important to free enterprise as competition in the marketplace.
The spirit of win-win cannot survive in an environment of competition and contests.
For win-win to work, the systems have to support it. The training system, the planning system, the
communication system, the budgeting system, the information system, the compensation system -- all
have to be based on the principle of win-win.
I did some consulting for another company that wanted training for their people in human relations.
The underlying assumption was that the problem was the people.
The president said, "Go into any store you want and see how they treat you. They're just order
takers. They don't understand how to get close to the customers. They don't know the product and
they don't have the knowledge and the skill in the sales process necessary to create a marriage between
the product and the need."
So I went to the various stores. And he was right. But that still didn't answer the question in my
mind: What caused the attitude?
"Look, we're on top of the problem," the president said. "We have department heads out there
setting a great example. We've told them their job is two-thirds selling and one-third management,
and they're outselling everybody. We just want you to provide some training for the salespeople.
Those words raised a red flag. "Let's get some more data," I said.
He didn't like that. He "knew" what the problem was, and he wanted to get on with training. But
I persisted, and within two days we uncovered the real problem. Because of the job definition and the
compensation system, the managers were "creaming." They'd stand behind the cash register and
cream all the business during the slow times. Half the time in retail is slow and the other half is frantic.
So the managers would give all the dirty jobs -- inventory control, stock work, and cleaning -- to the
salespeople. And they would stand behind the registers and cream. That's why the department
heads were top in sales.
So we changed one system -- the compensation system -- and the problem was corrected overnight.
We set up a system whereby the managers only made money when their salespeople made money.
We overlapped the needs and goals of the managers with the needs and goals of the salespeople. And
the need for human-relations training suddenly disappeared. The key was developing a true win-win
reward system.
In another instance, I worked with a manager in a company that required formal performance
evaluation. He was frustrated over the evaluation rating he had given a particular manager. "He
deserved a three," he said, "but I had to give him a one" (which meant superior, promotable).
"What did you give him a one for?" I asked.
"He gets the numbers," was his reply.
"So why do you think he deserves a three?"
"It's the way he gets them. He neglects people; he runs over them. He's a troublemaker."
"It sounds like he's totally focused on P -- on production. And that's what he's being rewarded for.
But what would happen if you talked with him about the problem, if you helped him understand the
importance of PC?"
He said he had done so, with no effect.