GALT Consulting LLC

"That was not where I expected us to go, but it was far better than I ever could have imagined."
- Randy Mayes

That was a quote from Randy Mayes after a recent session with a client.  Randy and I are working with the organization to implement a strategic plan.  The unique process we have developed utilizes people within the organization working with the leadership to develop and implement a plan that will improve sales, reduce costs, and improve overall morale within the organization.  This approach to management is coined "People-Centric Management" (coined by Randy Mayes) and stands in stark contrast to traditional "Top-Down Management".

In Top-Down Management, directives are brought down from the mountain by the company leadership to be simply followed by employees.  This traditional style of management is still prevalent and limits the output of the organization.  Many good companies use this style, but as Jim Collins' says in 'Good to Great', "Good the enemy of Great".  The future of a Top-Down Management organization is limited by the talents and vision of the leadership.  Furthermore, the leadership must expend a large amount of energy and resources obtaining "buy-in" from employees.  Generational differences in the workplace is making this increasingly difficult.

People-Centric Management removes the "buy-in" barrier because the people are involved in the decision making process.  This does not mean a wide spread democracy where all employees vote on every decision.  People-Centric Management simply gives employees some control over their direction. 

For example, consider a salesperson working for a sales manager.  In traditional Top-Down Management, the manager will set expectations for the salesperson which are likely to include the number of cold calls made, the number of appointments, etc.  In a People-Centric Management model, the sales manager works with the salesperson to establish their own expectations and gives them some flexibility depending ultimately on the performance of the salesperson. 

Managers who have adopted this strategy find some surprises...

1) The salesperson will set stricter goals on themselves than management would have.
2) The salesperson is more likely to achieve those goals
3) If the salesperson is not right for the job, they will see it themselves faster and actually push toward being moved to a different position.
4) The salesperson and their team will hold themselves accountable for their own performance.
5) Both management and employees will be more motivated to perform.

Randy's quote above highlights the benefits to approach perfectly.  Randy and I met with a client to discuss the future of their company.  We already had a vision of where the company could go, but instead of presenting the vision, we talked it out as a team.  The result was something better than any one of us could have created!

It is time to create a company that is bigger than you are!