Planning Your People

In Harry Beckwith's book "Selling the Invisible" there is a chapter that highlights a strong premise "Don't plan your future plan your people".
Harry's books are always a good read because many of his bottom line messages viciously contest common thought practices.
Why would you plan your people? People always disappoint you! ALWAYS! That's what your father said, just before he disappointed you.
And now a list of faces pop through your head of bright-eyed individuals that have looked so good on that initial meeting but have ended up becoming a deep insidious poison in your bones.
Now you think of stolen money, arguments, legal letters, court cases and swear words.
We have all been disappointed in some way or another.
It rings a bell doesn't it? For some people the ring of the bell is an uneasy minor chord. What if that chord could be transformed into a glorious symphony?
Harry Beckwith's "plan your people" theory is not so easy, but if you can learn from each letdown and somehow keep your heart from turning into hardened lava you'll begin to create a team.
One that will tackle any economic change, inflation flux and industry shift without you really having to worry about it.
The world is unstable and a 120-page business plan planning the future of your business cannot navigate around all of the unseen obstacles . . . but people can.
U2's guitarist Edge said this about their drummer Larry.
"Larry is the one that keeps our ship from smashing against the rocks, while I'm looking through the telescope in the wrong direction and Bono is hanging off the rigging somewhere . . ."
What an incredible comment to be given and one that probably goes against a common teaching that states: "People will always let you down."
You plan your people so that you can have a solid team when things shift in your business.
Your accounts person is not someone
that will charge you for a call and every meeting but is someone that you can build
not only one business with but many businesses.
To find him you may have to be burned by four different accountants but when you do - it's all worth it.
Two perfect C's to use in planning your people is get them on Competence and Character.
That seems to be the general tug-of-war. Once you've got signals of competence and character then unleash this person into their area of ability.
Leave them. You should have a team that you can go to bed and sleep well knowing that your vision is safe in their hands.
Obviously have a standard reporting system and keep tabs on the dollars, but let them be the CEO of their area.
One of the greatest gifts you can ever have is someone who bears the markings of your heart's desires, a person who is an extension of your personality and the projector of the company's image.
This person pre-empts your wishes, not because he is butt kissing but because he understands what needs to be done and understands that he is part of a team.
You don't have to fire him every day because he is already implementing activities beyond your expectations.
His passionate flame does not go out because the roof caved in, he's already found a construction company that will repair it within 24 hours and he assures you that there's nothing to worry about.
Your planned people need targeted and honest affirmation, and they'll be a team-member for life.
Planning people is also about learning to let go of the reins and cutting some slack . . . a team needs to be refreshed by you, and encouraged to perform.
They will hold themselves to a standard and a level of ethics so you don't have to. What a relief!
It might mean you drill the rocks (a few useless people) to get to the gold (solid teammates), but when you finally find the gold it will add the untold value to your company that can't be accounted for with a salary or perks!
Find your team, and enjoy them. If you don't have a solid team - identify the kinds of people you'd like them to be and start looking.
A higher level of business lies in planning your people.