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	<title>Comments on: Why Implementations Fail: The Human Factor</title>
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	<description>Turnaround Management, Senior Adviser, Board Member, Executive Coach, Author, Speaker, Radio &#38; TV Guest &#38; Panel Member</description>
	<pubDate>Tue, 06 Jan 2009 09:46:42 +0000</pubDate>
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		<title>By: Bennet Simonton</title>
		<link>http://www.dr-smith.info/why-implementations-fail-the-human-factor/comment-page-1/#comment-4948</link>
		<dc:creator>Bennet Simonton</dc:creator>
		<pubDate>Sun, 12 Oct 2008 11:40:08 +0000</pubDate>
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		<description>Very good advice, Earl.  But it is a weak on the importance or let's say the really large ROI of managing employees properly.  By that I mean managing them in such a way to unleash their full potential of creativity, innovation, productivity, motivation, and commitment.  Another way of describing this is being self-directed.

The difference between managing human capital poorly and extremely well can be as high as 500% per person productivity and extremely high morale.  People are about four times as capable as commonly expected, but very few managers know this.  I concur that proper planning is a must, but treating people like they really are your most important resource and causing them to become self-directed is far more important than proper planning because self-directed people will correct any planning deficiencies on their own in order to succeed.

Unfortunately, the vast majority of managers use some form of the traditional top-down command and control approach to managing people.  At its worst it totally demotivates and demoralizes employees, but even at its best it fails completely to cause employees to unleash their full potential.

To understand how to move from the bottom to the top of this spectrum of performance, I invite you to read these &lt;a href="http://www.bensimonton.com/articles.html" rel="nofollow"&gt;Leadership Articles&lt;/a&gt; starting with the article "Leadership, Good or Bad".

Best regards, Ben</description>
		<content:encoded><![CDATA[<p>Very good advice, Earl.  But it is a weak on the importance or let&#8217;s say the really large ROI of managing employees properly.  By that I mean managing them in such a way to unleash their full potential of creativity, innovation, productivity, motivation, and commitment.  Another way of describing this is being self-directed.</p>
<p>The difference between managing human capital poorly and extremely well can be as high as 500% per person productivity and extremely high morale.  People are about four times as capable as commonly expected, but very few managers know this.  I concur that proper planning is a must, but treating people like they really are your most important resource and causing them to become self-directed is far more important than proper planning because self-directed people will correct any planning deficiencies on their own in order to succeed.</p>
<p>Unfortunately, the vast majority of managers use some form of the traditional top-down command and control approach to managing people.  At its worst it totally demotivates and demoralizes employees, but even at its best it fails completely to cause employees to unleash their full potential.</p>
<p>To understand how to move from the bottom to the top of this spectrum of performance, I invite you to read these <a href="http://www.bensimonton.com/articles.html" rel="nofollow">Leadership Articles</a> starting with the article &#8220;Leadership, Good or Bad&#8221;.</p>
<p>Best regards, Ben</p>
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