Alan Crone

People. People are the constant. When you're talking about any organization, but particularly a business, the people and how they relate to one another, is the constant. No matter how much you train people, no matter how much you have policies and procedures, the human condition is always going to raise its head both positively and negatively.

People. People are the constant. When you're talking about any organization, but particularly a business, the people and how they relate to one another, is the constant. No matter how much you train people, no matter how much you have policies and procedures, the human condition is always going to raise its head both positively and negatively.

I mean, you're always going to have people that don't know how to act appropriately. You're always going to have people that are greedy or that want power or want to manipulate, and you've got to deal with that in your organization. You're always going to have people that Don't know whether it's intentionally or unintentionally.

I mean, you're always going to have people that don't know how to act appropriately. You're always going to have people that are greedy or that want power or want to manipulate, and you've got to deal with that in your organization. You're always going to have people that Don't know whether it's intentionally or unintentionally.

Don't know how to navigate the psychosexual relationships between coworkers. And you're going to have harassers and all of those things. People is the constant. And I think that. in the early part of my career, management dealt with that by edict, my way or the highway, or you're going to do this or else and that sort of thing.

Don't know how to navigate the psychosexual relationships between coworkers. And you're going to have harassers and all of those things. People is the constant. And I think that. in the early part of my career, management dealt with that by edict, my way or the highway, or you're going to do this or else and that sort of thing.

And that still works to a certain, you know, you got to have standards. But I think that dealing with that human element now is dealing with the psychology of leadership and the psychology of followers. Dealing with that is so much more of a priority now, whereas, you know, 10, 20 years ago, Managers thought they could just ignore that and be authoritarian about it.

And that still works to a certain, you know, you got to have standards. But I think that dealing with that human element now is dealing with the psychology of leadership and the psychology of followers. Dealing with that is so much more of a priority now, whereas, you know, 10, 20 years ago, Managers thought they could just ignore that and be authoritarian about it.

So people would be the first constant. And then I think the other constant is a lack of communication and positive confrontation in the American business place. Management students, when they come out, they don't understand. They're not taught how to communicate. properly confront and enforce standards. And I think that causes a lot of people to be not very confident in their management style.

So people would be the first constant. And then I think the other constant is a lack of communication and positive confrontation in the American business place. Management students, when they come out, they don't understand. They're not taught how to communicate. properly confront and enforce standards. And I think that causes a lot of people to be not very confident in their management style.

They don't know how to get people on the same page, so they just lay down the law. The other thing that hasn't changed is how devastating turnover is to an organization. If you're in an organization and you're constantly turning over, that's probably more of an indication about your management than it is about the people that you're hiring.

They don't know how to get people on the same page, so they just lay down the law. The other thing that hasn't changed is how devastating turnover is to an organization. If you're in an organization and you're constantly turning over, that's probably more of an indication about your management than it is about the people that you're hiring.

If someone comes to work for you, I would say there's that moment, that honeymoon moment when you offer the job and the person accepts. Everybody in that transaction has hope. And then when that relationship deteriorates and you have turnover, now you're back to square one. huge, huge cost to the organization, both financially and psychically, right? I mean, nobody enjoys getting fired.

If someone comes to work for you, I would say there's that moment, that honeymoon moment when you offer the job and the person accepts. Everybody in that transaction has hope. And then when that relationship deteriorates and you have turnover, now you're back to square one. huge, huge cost to the organization, both financially and psychically, right? I mean, nobody enjoys getting fired.

Nobody enjoys firing people. If you do, then you're probably psychotic and should be doing something else. And when that happens, that's a failure of the recruitment process. It's a failure of management. It's a failure of the employee.

Nobody enjoys firing people. If you do, then you're probably psychotic and should be doing something else. And when that happens, that's a failure of the recruitment process. It's a failure of management. It's a failure of the employee.

Now, more and more, as we get into all kinds of different management tracking and KPIs and all of that, we're having to figure out how to avoid that from happening because we can see in real time how much that turnover is costing us.

Now, more and more, as we get into all kinds of different management tracking and KPIs and all of that, we're having to figure out how to avoid that from happening because we can see in real time how much that turnover is costing us.

The number one. is the inability to answer this question. What do I have to do to be successful here? Again, I don't think we communicate our expectations very well to employees. Every case I've ever been involved in, even if there's intentional discrimination, intentional harassment, there's always this element of bad communication up and down the chain. Again, it goes back to mission.

The number one. is the inability to answer this question. What do I have to do to be successful here? Again, I don't think we communicate our expectations very well to employees. Every case I've ever been involved in, even if there's intentional discrimination, intentional harassment, there's always this element of bad communication up and down the chain. Again, it goes back to mission.