On what high-performing companies should be striving to create: A great place for great people to do great work.

I was told to fire him.

He was argumentative, never wanted to work, constantly at odds with the CEO.

I couldn't figure out what to do.

I tried to get to know him, understand what makes him tick.

He wasn't always like this.

No-one could understand why he turned so sour.

This is what bugged me.

I brought him into my office.

One last attempt to reconcile before I would have to deliver the bad news.

We had a candid talk, at the end he took out a check.

He wrote down $50,000, and handed it to me.

I was confused.

"What's this for?"

"One year of Salesforce."

Now it all made sense.

Our CEO made the decision to switch CRM's away from Salesforce.

This individual wasn't strong technically and had trouble adjusting.

He made good money at the company but every day over the past two years was a nightmare.

He was willing to pay 50k to go back!

We offered extensive training on the new CRM.

I made sure he had all the resources he needed & he understood it.

Of course it was not his responsibility to pay 50k.

His work improved, his mood improved, the office atmosphere improved.

Very few people wake up every morning and purposefully try to be bad at their job.

Investigate the root cause, know your people, remove obstacles.

Agree? Disagree?

#ScottsThoughts

Scott Douglas Clary, MBA

On what high-performing companies should be striving to create: A great place for great people to do great work. - Marilyn Carlson

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