I have to admit that sometimes I get a little frustrated when I can’t seem to get through to executives with limited budgets about how important this “People Business” really is. Sometimes, I go back and remind myself why I got into it in the first place and I want to share that with you. Some of you may have heard the story.
About half way into my 15-year career at Accenture, I was paired up with a client manager to manage a team on a large project at Bank of America. I was in my late 20’s and he was in his 50’s or 60’s. We did not get along. After 2 teambuilding sessions with our larger team, we became best buddies. And I was hooked. The personality assessment that we used and the facilitation were very powerful. In those sessions, my colleague and I began to understand each other. This led to a more successful relationship and vastly improved productivity.
I decided then that my second career would be in the “People Business” and that is where my focus has been for the last 12 years.
Moving people from disengaged to engaged, unmotivated to motivated, misunderstood to understood, capitalizing on each person’s strengths all for the common goals of the organization, reaps huge rewards for the organization and everyone involved. Focusing on the organization’s greatest asset can only benefit the organization exponentially.