'Who' and then 'What'

Many years back I had read Jim Collins’ Good to Great. I distinctly remember the argument presented – First ‘Who’ and then ‘What’. The analogy used – 'Who should be let into the bus and who should be asked to drop off' is still clear in my mind. (If you have not already read the book – ‘Let into the Bus’ -?refers to hiring & asked to drop off refers to …) Up until recently, I was not convinced about this. Yes, People and attitudes are more important; however, claiming that this is the most important and the first thing to get right; was too much to swallow.

Over the years, I have changed organizations and designations. Progressively with each passing year, I have come closer and closer to accepting this.?I have realized, probably this actually makes more sense. ‘Who’ is even more important than ‘what’. Culture will eat away strategy! Wrong people will mess up a good plan. And right people will eventually figure out the ‘what’ – sooner than later.

The organization which I have personally liked, those that made me feel that these people seem to be doing something very right, had this element ingrained. HR was very strong. They were standing guard at the gates to ensure only quality people get in. Those on board were painstakingly groomed. Exits were taken as a disaster. The employee life cycle was either extraordinarily high or less than a few months. A culture of data-driven arguments and decisions even at the highest level seemed acceptable.

Why is “Who is on the bus” so very important? There are many factors. I came across one recently. Consider this – an executive need to make a certain decision. Organizations will always tend to build rules and regulations around the executive’s decision-making process so as to ensure correct decisions are made which are in the interest of the organization. However, as employee climbs the hierarchical ladder, the rules and regulations become that much more loosely defined or absent. What are senior executives’ incentives to take a correct decision in the best interest of the organization? Practically none! Will the senior executive take decisions guided by risk evaluation or to save his skin? Will decisions be taken keeping in mind long-term interests or next month’s closing numbers to be presented? Will we cheat the customer to win an order today or will we explain the facts even at the risk of losing the order for this time? And worst of all - will we not speak to maintain harmony or pounce on every occasion to win that worthless brownie point in an argument?

There can hardly be any control over many of the decisions made by the senior executives. Good People will take ‘good’ decisions. Sometimes right, sometimes not so right. Yet, like snakes with two forked tongues, good people are always willing to learn and course correct.

Starting from senior most, when the majority of the bus is filled with good people, it builds a Culture of the organization. Once “who is in the bus” is taken care of, the bus will most likely figure out a strategy. I am slowly getting convinced, this is the only way to move to someplace better.

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