A company’s most important asset is its people. They make a huge difference, in working with customers and other employees. People can be a game-changer. Employees create tangible value, so it makes good sense that you would want to help them get better.
Employees who work hard and know their job well often get promoted. But once they are promoted, there is no guarantee of ongoing success. They may not be effective at motivating others or managing toward maximum results. Sometimes, after years of personal success, the environment changes so substantially that they lose their edge.
What can we do about this dilemma? If we really believe that people are a game-changer, what are we doing to help them grow and avoid becoming obsolete?
Jerry Baker began his career in the management development program at Ford Motor Company, later became a manager of budgets and analysis for Northrop Corporation, then furthered his management development as Deputy Director for the California Department of Commerce when Ronald Reagan was Governor.