Remember the people, processes and values in the middle

Introduction

In the private sector, success is frequently evaluated based on net profit margins and returns to shareholders.  Mind you, these indicators do matter, however our relentless pursuit of these outcomes sometimes overlook the people, processes and values in the middle.

I am talking from personal experiences. As a former CEO of Cable & Wireless, the truth is, it was the bottom line that matters. You were under a lot of pressure from the top to deliver some bottom-line numbers despite the competitive and economic pressures and if you do not meet your targets, your performance is in jeopardy.  If you could not increase the revenue, you would be basically forced to lay people off. We cannot continue to measure success solely on bottom line at the expense of the people in the middle.

You see the people in the middle are where the work actually happens where employees are collaborating with one another to get the work done and to make sure the customers are satisfied. Somehow, the middle becomes so invisible by spreadsheets, deadlines and financial reviews. In doing so, many livelihoods are being deferred or destroyed.

Change the narrative

It is time to chang the narrative and it starts with leadership. Too many times, as leaders, we are so preoccupied with saving our jobs that our sole purpose is meeting that bottom line. Sometimes we have to push back on the targets that are given to you and remind your bosses that the people in the middle matter too. While profit remains important, we should broaden our definition of success to include sustainability, well-being, and integrity for the employees. Somehow this must be incorporated in the KPIs.

Leaders need to listen to those in the middle and lead with empathy. Leaders need to remember the middle, and they also remember at some point in their career they were in the middle too. When they remember the middle, they will be conscious of the fact that behind every success is the result of quiet persistence and collective strength from the middle.

A practical thing to do is to highlight and share stories of the people behind the numbers. This will really make people feel they are valued by the company.

Another way to change the narrative is the way we describe our people. Instead of saying low skill jobs, say essential workers. Instead of saying non leadership, say operational backbone.

Conclusion

It is very troubling that we chase the outcomes at the expense of the very people that produce them. The middle is not where we cut costs, but where we generate significant values and meanings. Furthermore, the bottom line can only be as strong as the people, processes and values that support it.  I think some companies are waking up to reality and are now investing in the people and processes. More need to do so otherwise we will be faced with the people in the middle who are very much burned out and dissatisfied and then your bottom line is severely impacted.