"It's ok to Make a Profit. That's Where Job Security Comes From."

Wednesday morning with one hundred managers starting the day at the beautiful Planetarium. Sensational room, floor to ceiling windows overlooking English Bay. What could be better? Subject Conflict resolution. How to get people working together when you just can't fire everybody.

I've avoided teaching conflict resolution for years. My first choice is to get people who are committed to the cause. When people really care about the same things, conflict seems to be missing. Anyway, years go by, I softened my position, and even did the seminar.

A piece in the seminar was worth repeating in the newsletter. The idea that managers are too quick to take ownership of too many things. That they run scared begging for political approval, and as a result, invite conflict where there shouldn't be any.

Have you ever seen a dog chase a stationary car? Not likely. Dogs only chase moving cars and when the car stops, even the dog loses interest. As long as you run from tough issues, people in your company will continue to chase you. When you actually stand firm, hold your ground, most of them will drop the issue. They too will lose interest.

One of those tough issues is being accused of running your company for profit, and of shedding people when times get tough. Here is how I'd like you to look at that.

1. Don't apologize for profit. Profit is called job security. When profit stops, jobs are lost. Anyone against profit is also against job security.
2. The people who accuse you of making a profit, would never have accepted a job with your company had you told them you were losing money.
3. Don't apologize for layoffs. All layoffs begin with the least contributing people. Even when whole departments are eliminated, the company will go to great lengths to relocate it's great people and retain them. On those occasions when you have to lay off great people, it's really about your ability to stay afloat. It's not personal.
4. Be proud that you value contribution. Employees who advance the company's objectives have to be valued first. Any company with integrity has to place seniority, nepotism, and social affiliation a distant second.
5. Our world has many choices. If these values don't appeal to you, please look elsewhere.

To young managers, say what's right. Don't hide from things that your company is based on. Contribution is what got you here in the first place. Value those employees who do the contributing. 

See you for breakfast,
Wolf 

p.s When you think like a producer, and not a consumer, you'll understand your company better.