Out of the Crisis.Org

[Louis Altazan]

Mike’s story, The Hard Working Farmer reminded me of myself and several good points. In the beginning I started as a one-person operation. At first hard work and long hours got a good deal accomplished. Inevitably, I could do no more and that is when the business started to flounder.

My output could be represented as X. Eventually an employee was added, but instead of 2X the output was more like 1.5X. A third person brought output to 2X and on it went in an ever decreasing array. The reason was I had constructed a system that fit me very well. Since I was fully aware of what was to be accomplish and how it was to be done, I functioned well.

The people added were not privy to the internal workings of my mind. They would scurry about, trying to do what they thought best. The result was negative interaction, a great deal of wasted time. I never set out to create a difficult situation, the thought never occurred to me. This was crisis management, moving from one fire to another with little thought given to improvement.

There was no time for improvement and without improvement there would never be enough time. A typical hierarchical structure, with me on top directing “activity” of all below. Busier than ever, accomplishing little. The answer for me came in the form of learning to better understand and manage people. This was greatly aided by four things:

1. A theory of knowledge; how do people learn and understand things
   
2. A theory of statistics; why is there always variation and what does it mean
   
3. The theory of a system; why do things function as they do and how can I affect them
   
4. The theory of psychology; why do people feel and act as they do

With management three-people represented 3X and five 5X. With better management, five people equaled 6X, this is due to positive interaction. Each person brings their strength to the team. One person compensates in one area for the weakness of another. That person compensates for someone else. Each person does what they do best and the team is stronger than the sum of it’s parts.

I have come to learn that my way is not the only way nor often the best way. My job is not one of supervision, it is more one of helping, coordinating and removing obstacles. Instead of a typical organizational chart, with the boss at the top, for me it works best as a tree with me at the bottom, for support. Today with seven people we routinely accomplish 10X. Ironically my job is far easier today than at any previous level.

People are very smart and capable, when they are allowed to be. Perhaps the roll of boss is far less important than the role of support? Pyramid or tree?

_________________
Louis Altazan
Owner/Manager AGCO Automotive Corporation
Baton Rouge, LA

[Bud]

Some managers function better as the 'hub of a wheel,' rather than as the top of the heap.

[Dave]

Louis,

[Louis Altazan]

Hi Dave,