people over profit
TRANSCRIPT
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People Over Profit Based on the book of Dale Partridge
Ricardo Monagas
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I find it shocking how quickly we forget the value, power, and importance of our fellow humans. Selfishness shoves its neck into our
minds and we actually believe that we’re more important than another.
Dale Partridge
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The 7 Key A<tude that boost Company Culture, Performance & Profit
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1. Above the Standard CompensaEon
What would you idenFfy as your company’s most valued asset? The usual answers to that
quesEon would include product, brand, physical space, R&D, etc. Not oJen would you hear (at
least not with sincerity) that a parEcular business considers its people to be its most
valuable pieces.
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2. It’s About The Feeling • Empathy
Many leaders believe that employees’ personal lives don’t maRer, as they have nothing to do with work. Yet we know today that
employees’ personal and professional lives do collide.
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2. It’s About The Feeling • Empathy
Empathy is confidence. Empathy is humanisEc. EmpatheEc managers disregard the tradiEonal view of management and want to relate with
employees to inspire and moEvate.
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3. The Upside Of The Inside • Perks
Employers want their employees to have fun, which raises commitment and creaEvity levels, but bosses also feel that their companies get a lot more out of having game dens. As
Jay Graves, CTO of Double Encore explains, “I like these types of things because they bring people together who might not normally interact on a day-‐to-‐day basis. Foosball, darts, and video games are games that people play in pairs, teams, or
groups. Spending Fme together, both while working and ‘off the clock,’ are key to (creaFng) a company’s culture –
especially one that depends largely on collaboraFve efforts.”
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3. The Upside Of The Inside • Perks
There are countless small business owners like myself that sacrifice personal compensaEon for the sake of keeping their team in place — not having to downsize during tough Emes, not having to reduce
hours. This may not be as cool as a juice bar or foosball table, but it shows employees that their
CEO cares and values them. I think that is awesome.” I have to agree.
Dale Partridge
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3. The Upside Of The Inside • Perks
Change begins with where you are, with what you have, and who you’re with.
#PeopleOverProfit
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4. Driving People • MoEvaEon
If your acEons inspire others to dream more,
learn more, do more and become more, you are a leader.
#PeopleOverProfit
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4. Driving People • MoEvaEon
OrganizaEons should focus on these drives
when managing their team by creaEng environments which focus on our innate need to
direct our own lives (autonomy), to learn and create new things (mastery), and to do beRer by
ourselves and our world (purpose).
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5. I Found My People • Culture
Customers will never love a company unEl its employees love it first.
#PeopleOverProfit
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5. I Found My People • Culture
Make It Personal
One of the most important aspects of developing a brand voice is to keep it
consistently authenEc.
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5. I Found My People • Culture
Find A Way To Communicate Your Vision
CommunicaEon is key, whether it’s selling your
idea to investors or selling your company culture to employees.
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5. I Found My People • Culture
Put People First
We need to start treaEng people like human
beings, not like cogs in a producEvity machine. Look at the individual first and their role second and relate to employees on a more human level.
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5. I Found My People • Culture
Be kind, for everyone you meet is fighEng a hard baRle.
#PeopleOverProfit
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5. I Found My People • Culture
Be kind, for everyone you meet is fighEng a hard baRle.
#PeopleOverProfit
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6. I Didn’t See That Coming • ExpectaEons
Folks who know how to manage expectaEons
are able to more seamlessly navigate the choppy waters of their business. Why? Because they know how to communicate, organize, and
direct conversaEons around things gefng done. Follow these four pracEcal Eps to improve your
own ability to manage expectaEons.
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6. I Didn’t See That Coming • ExpectaEons
Make No AssumpFons
People oJen get into hot water when they assume a co-‐worker, vendor, or supervisor
knows what they expect or even what they’re talking about. My first piece of advice is making
sure you get context.
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6. I Didn’t See That Coming • ExpectaEons
Communicate, Communicate, & Communicate
One of the best ways to manage expectaEons is to make sure you communicate with everyone on a
frequent basis. In the early stages of a new project or as a key milestone or deadline approaches, you
may want to even over-‐ communicate.
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6. I Didn’t See That Coming • ExpectaEons
Pushing Back is OK
You have to be comfortable that the expectaEons are realisEc and achievable. If they’re not, you can – and should – push back. The key here is pushing back in
a way that balances the organizaEon’s needs and the team’s abiliEes. Being open about what can be delivered and what the plan is to bring in the rest can go a long way
in insElling confidence and gefng the go-‐ahead.
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6. I Didn’t See That Coming • ExpectaEons
Don’t Over-‐Manage ExpectaFons
Needs change. Markets evolve. People wake up
in the morning wanEng something different from the night before. If you aRempt to
anEcipate all of this you will drive yourself crazy.
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7. Thanks For Saying That • AppreciaEon
OK, every single day might be a liRle excessive—but making sure your employees know how much they mean to you should be far more
frequent than a once-‐a-‐year affair.
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Thanks
Ricardo Monagas
Website // ricardomonagas.com Twi]er // @rmmonagas