“WHO IS THE MOST IMPORTANT PERSON IN YOUR COMPANY?” @TheEconomist Despite that i

“WHO IS THE MOST IMPORTANT PERSON IN YOUR COMPANY?”
@TheEconomist
Despite that it made everyone uncomfortable I would at least once a year, at bi-annual strategy meetings draw a relationship between the money and the people who produced it from one direction, and then whom the people who worked in the company depended upon most from the bottom up. You sort of have to do this by location. And we tried to keep locations with some range of the Dunbar number.
This annual process of analysis ensures that the people who help the bbusines and the people who help the business execute are given their due.
Conversely we would identify people at risk, and associate partners (minor shareholders) would volunteer (and sometimes other staff) to make them successful. And it pretty much always worked.
I’ve been rightly accused as running my companies as social science experiments, and that’s largely true. But the flip side is that I build companies people want to work in, and who take care of each other and the customer. And I visciously cut out politicking and divisiveness root and stem at every opportunity.
We even had an anonymous gossip and question submission form, and answered those questions monthly.
Plus if you can’t tell from my writing here and elsewhere, I communicate with employees profusely.
Because in my mind, I want as many people depriving me of the work as possible.
If you didn’t know, that’s the mission of european aristocracy throughout the milennia. 😉
And I’m not sure there are many of us following that tradition left. 😉
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