Employees ruining your ideas? Part 1

Several years ago E. Goldratt, the author of the bestseller ‘The Goal’ infected many business consultants, with the idea of ‘a viable vision’. The genius of management worked out the methodology providing the possibility to create a vision for the company how to turn its turnover into profit in four years.

The methodology is absolutely logical based on real achievements of the enterprises. The sale of the idea on a world’s scale was highly successful – business owners and managing directors promptly figured out the essence of the proposal and agreed to undertake the projects.

However, in spite of management’s enthusiasm, the employees were very quick to minimize its level to the ordinary ‘why should we do it?’ More often than not they would silently sabotage the project while simultaneously expressing a vociferous approval. The same story recurred in different countries: Lithuania, Russia, the Netherlands, Estonia, Ukraine, England, etc., i.e. in the countries with different consultants. Only very few projects were followed by their successful implementation. In one European project a well-known motivator was hired, however, the enthusiasm created would last only a few days. The offered handsome bonuses or division schemes of financial results were of little help. Finally, in one company we managed to achieve the expected result, but it was obtained only when four consultants took to directly manage the four main processes (i.e. they became managers, not consultants), and the business owner not only managed the project in person, but also became one of the main sellers.

- Picture is showing the managerial point of view

Then the question for numerous consultants and managers arose: why is it so difficult to involve the employees into a rapid improvement of the company’s activity, even though they are guaranteed generous bonuses for each stage of the achieved result?