How Learning About People Solves Production Problems

At first blush, you might think our cover story about managing those in your workplace who have big egos means that they’re a problem. Contrarily, it’s not true. Our feature tells how you can benefit from them, since people with big egos often have tremendous drive and ambition. Harnessed, these qualities can do everyone a world of good, even you.

In fact, with a little thought and deft action, you can build sound working relationships with these folks, and manage their seemingly egotistical behaviour productively.

Big egos aren’t the only challenge of dealing with others at work, of course. People have almost as many pleasing qualities or annoying quirks as they do different faces. Nido Qubein, who was the keynote speaker at a recent power transmission industry conference, knows this (see page 34 for a report on PTDA’s annual meeting). He cites the case of a company chief that half-heartedly wished his employees were robots, so they could be programmed to do what they’re supposed to do, and be turned off when they’re not needed.

There would be some advantages to employees with machine-like qualities, notes Qubein, who is CEO of the Great Harvest Bread Company. They’d perform work at a consistent rate and quality, they could be repaired to correct any problems, they could be overworked without concern, you wouldn’t have to get to know them, and you wouldn’t have to worry about their feelings.

But there would be some problems. Machines can’t become dedicated to a mission, can’t give feedback on what works or doesn’t, can’t take initiative, and can’t exchange ideas to improve performance, to name a few.

Qubein’s point is that machines can’t think, so they need to be programmed. Employees can think, so they need to be educated. He related programming to plain old training. “If we’re training our employees to perform repetitive tasks instead of educating them to think and act innovatively, then we’re treating them like machines and depriving ourselves of the powerful contributions of the human mind.”

Have you noticed that machinery tends to function smoothly when the people who run it function smoothly? “Dealing with production problems without dealing with the human element is like dealing with a flat tire without dealing with air,” says Qubein. “The finest physical plant and equipment are worthless without the people who keep them operating.”

Qubein has formulated seven management tips that can help ensure the man-machine cooperative works effectively. They revolve around “educating” people, not just “training” them.

1. Manage people, not just production.

2. Inspire people, don’t just drive them.

3. Be easy to respect and look up to.

4. Be easy to like and get along with.

5. Help people like themselves.

6. Help people believe that what they’re doing is important.

7. Be responsive. Listen to people. Read people. Respond, don’t react.

And remember, it doesn’t matter if they have big egos. Because after you read our story on page 37, you’ll know just how to manage them.