people over profit

People Over Profit Based on the book of Dale Partridge

Ricardo Monagas

I find it shocking how quickly we forget the value, power, and importance of our fellow humans. Selfishness shoves its neck into our

minds and we actually believe that we’re more important than another.

Dale Partridge

The 7 Key A<tude that boost Company Culture, Performance & Profit

1. Above the Standard CompensaEon

What would you idenFfy as your company’s most valued asset? The usual answers to that

quesEon would include product, brand, physical space, R&D, etc. Not oJen would you hear (at

least not with sincerity) that a parEcular business considers its people to be its most

valuable pieces.

2. It’s About The Feeling • Empathy

Many leaders believe that employees’ personal lives don’t maRer, as they have nothing to do with work. Yet we know today that

employees’ personal and professional lives do collide.

2. It’s About The Feeling • Empathy

Empathy is confidence. Empathy is humanisEc. EmpatheEc managers disregard the tradiEonal view of management and want to relate with

employees to inspire and moEvate.

3. The Upside Of The Inside • Perks

Employers want their employees to have fun, which raises commitment and creaEvity levels, but bosses also feel that their companies get a lot more out of having game dens. As

Jay Graves, CTO of Double Encore explains, “I like these types of things because they bring people together who might not normally interact on a day-‐to-‐day basis. Foosball, darts, and video games are games that people play in pairs, teams, or

groups. Spending Fme together, both while working and ‘off the clock,’ are key to (creaFng) a company’s culture –

especially one that depends largely on collaboraFve efforts.”


There are countless small business owners like myself that sacrifice personal compensaEon for the sake of keeping their team in place — not having to downsize during tough Emes, not having to reduce

hours. This may not be as cool as a juice bar or foosball table, but it shows employees that their

CEO cares and values them. I think that is awesome.” I have to agree.

Dale Partridge


Change begins with where you are, with what you have, and who you’re with.

#PeopleOverProfit

4. Driving People • MoEvaEon

If your acEons inspire others to dream more,

learn more, do more and become more, you are a leader.

#PeopleOverProfit

4. Driving People • MoEvaEon

OrganizaEons should focus on these drives

when managing their team by creaEng environments which focus on our innate need to

direct our own lives (autonomy), to learn and create new things (mastery), and to do beRer by

ourselves and our world (purpose).

5. I Found My People • Culture

Customers will never love a company unEl its employees love it first.

#PeopleOverProfit


Make It Personal

One of the most important aspects of developing a brand voice is to keep it

consistently authenEc.


Find A Way To Communicate Your Vision

CommunicaEon is key, whether it’s selling your

idea to investors or selling your company culture to employees.


Put People First

We need to start treaEng people like human

beings, not like cogs in a producEvity machine. Look at the individual first and their role second and relate to employees on a more human level.


Be kind, for everyone you meet is fighEng a hard baRle.

#PeopleOverProfit

6. I Didn’t See That Coming • ExpectaEons

Folks who know how to manage expectaEons

are able to more seamlessly navigate the choppy waters of their business. Why? Because they know how to communicate, organize, and

direct conversaEons around things gefng done. Follow these four pracEcal Eps to improve your

own ability to manage expectaEons.


Make No AssumpFons

People oJen get into hot water when they assume a co-‐worker, vendor, or supervisor

knows what they expect or even what they’re talking about. My first piece of advice is making

sure you get context.


Communicate, Communicate, & Communicate

One of the best ways to manage expectaEons is to make sure you communicate with everyone on a

frequent basis. In the early stages of a new project or as a key milestone or deadline approaches, you

may want to even over-‐ communicate.


Pushing Back is OK

You have to be comfortable that the expectaEons are realisEc and achievable. If they’re not, you can – and should – push back. The key here is pushing back in

a way that balances the organizaEon’s needs and the team’s abiliEes. Being open about what can be delivered and what the plan is to bring in the rest can go a long way

in insElling confidence and gefng the go-‐ahead.


Don’t Over-‐Manage ExpectaFons

Needs change. Markets evolve. People wake up

in the morning wanEng something different from the night before. If you aRempt to

anEcipate all of this you will drive yourself crazy.

7. Thanks For Saying That • AppreciaEon

OK, every single day might be a liRle excessive—but making sure your employees know how much they mean to you should be far more

frequent than a once-‐a-‐year affair.

Thanks

Ricardo Monagas

Website // ricardomonagas.com Twi]er // @rmmonagas

people over profit

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