If You Don't Make Waves, You'll Drown - PCC - ebook

This is not your typical business book. You won't find academicremedies to your business challenges or exhortations to create awarmer and fuzzier workplace. In fact, you'll find theopposite-tips on how to be a tougher, take-no-prisoners-stylemanager. It's time to stop letting workplace political correctnesspush you around and get serious about your business. In If You Don't Make Waves, You'll Drown, Dave Andersondoesn't pull any punches. Offering simple wisdom and politicallyincorrect solutions that really work, he's not here to inspire you,but to taunt you into action. He shows you how to be more directwithout being disrespectful; how to give honest feedback even whenit hurts; and how to hold employees accountable for results. Inshort, you'll learn how to get the most out of your business. Want more politically incorrect wisdom? Tenure is a license for laziness Diversity without competence is worthless Don't trade your values for valuables Political correctness is a disease that destroys theworkplace It's time to fight back!

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Political correctness is draining the health and vitality out of many businesses. This is due to the fact that all too often political correctness sacrifices truth for the sake of harmony, creativity for the pursuit of conformity and emulation instead of innovation. Political correctness weakens the strong so the weak don’t feel left out, which forces companies to become mediocre. It’s time to stop all this madness and build a high-performance culture where exceptional results are celebrated instead of being frowned on.

To achieve this in practice, there are ten things you need to do:

How to offset political correctness in business

Don’t worry about trying to make everyone happy

Forget entitlements—build a vibrant meritocracy

Don’t confuse the scoreboard for the game

Give honest feedback—even if it ticks people off

Be prepared to go against conventional wisdom

Forget diversity—go for results

Don’t play to win—play to dominate your market

When people go off track, confront them directly

Don’t make people happy—make them better

Put your money where your values are

It’s time for business to stop paying the price of political correctness, and to return again to the single-minded pursuit of greater productivity and exceptional performance, even if that means some of the marginal performers feel left out. Companies need to build a meritocracy where the best talent can excel based on personal responsibility and accountability for the results achieved. The culture of entitlement bred by political correctness needs to be replaced with a culture of celebrating world-class performance.

Don't worry about trying to make everyone happy

Don't be a wimp. Instead of taking polls to see what people think, lead from the front. Hold people accountable for their actual results achieved, not just their good intentions.

A "wimp" is defined in the dictionary as someone who is weak, feeble or ineffective. Obviously, this is not something to aspire to, and yet in today's business climate of political correctness, many business leaders are afraid to speak or act bluntly for fear of offending others.

The greatest leaders in history were never afraid to speak out. To be more precise, if you look at those leaders who have changed things for the better, all of them:

Discriminated against laziness in favor of work and results

Were prepared to fire those who didn't get with their programs

Rewarded their high achievers generously and publicly

Were willing to be personally accountable for their own results

None of these are the actions of a wimp. History lauds gutsy leaders who set audacious goals and then move heaven and earth to achieve them. The politically correct leaders who play it safe don't even get a mention in the same breath.

Politically incorrect leaders don't try and make people happy. Instead, they get things done. To do likewise:

1. Discriminate openly—give your best to your highest achievers. Make sure they have everything they need to succeed, even if that means diverting resources from those who are lazy, complacent or just plain mediocre. Get the best out of your people. And always let people know exactly where they stand with you.

2. Take some risks—and forget trying to emulate someone else's "best practices. " Instead, do something original, create an edge and then exploit it for all it's worth. Welcome innovation, ignore your industry dogmas and do the impressive and noteworthy.

3. Hold your people accountable for their results—starting with yourself. Set out your expectations unambiguously and with clarity. Let people know what you expect, when they will be evaluated and how their results will be measured. Then you need to reward those who achieve what you specify generously. Treat your people with respect as you evaluate their actual results achieved, but be honest and direct in your evaluations. Great people need to have this feedback just as much as your non-performers.

4. Keep everyone out of the gray areas