We need strong feedback and measurement systems to eliminate the "nice to do" activities and focus everyone on doing only the "need to do" work that produces profitable results.

That's the paradox to be managed; companies that exist only to produce a profit don't last long. And companies that don't pay

If the reason for a company's existence is just profit, they won't be very profitable. Eventually the company probably won't even exist. The dollar sign isn't a cause. It doesn't stir the soul. Operating margins and returns on investment don't excite and inspire. As an ultimate objective on its own, the pursuit of profits is hollow and unsatisfying. Such naked greed is one-dimensional. It comes from, and leads to, the naked selfishness of "what's in it for me?"

Few people today want to buy from, work for, or partner with a company that's only out for itself. That's like taking a set of elaborate architectural drawings for a huge, luxurious dream home into your team or organization and saying, "if you all work real hard, someday this will be all mine." A few years ago we came across a mixed up manufacturer that had produced a slick little logo and published this mission statement — "In Pursuit of Profits." We haven't heard of that company for a few years now. I don't think they're in business any more.

But if our company isn't profitable and financially strong, it won't exist long enough to serve any other purpose. We need clear financial objectives, goals, and priorities. We can't afford waste and inefficiency. We need strong feedback and measurement systems to eliminate the "nice to do" activities and focus everyone on doing only the "need to do" work that produces profitable results.

That's the paradox to be managed; companies that exist only to produce a profit don't last long. And companies that don't pay a

it of profits is hollow and unsatisfying. Such naked greed is one-dimensional. It comes from, and leads to, the naked selfishness of "what's in it for me?"

Few people today want to buy from, work for, or partner with a company that's only out for itself. That's like taking a set of elaborate architectural drawings for a huge, luxurious dream home into your team or organization and saying, "if you all work real hard, someday this will be all mine." A few years ago we came across a mixed up manufacturer that had produced a slick little logo and published this mission statement — "In Pursuit of Profits." We haven't heard of that company for a few years now. I don't think they're in business any more.

But if our company isn't profitable and financially strong, it won't exist long enough to serve any other purpose. We need clear financial objectives, goals, and priorities. We can't afford waste and inefficiency. We need strong feedback and measurement systems to eliminate the "nice to do" activities and focus everyone on doing only the "need to do" work that produces profitable results.

That's the paradox to be managed; companies that exist only to produce a profit don't last long. And companies that don't pay

l drawings for a huge, luxurious dream home into your team or organization and saying, "if you all work real hard, someday this will be all mine." A few years ago we came across a mixed up manufacturer that had produced a slick little logo and published this mission statement — "In Pursuit of Profits." We haven't heard of that company for a few years now. I don't think they're in business any more.

But if our company isn't profitable and financially strong, it won't exist long enough to serve any other purpose. We need clear financial objectives, goals, and priorities. We can't afford waste and inefficiency. We need strong feedback and measurement systems to eliminate the "nice to do" activities and focus everyone on doing only the "need to do" work that produces profitable results.

That's the paradox to be managed; companies that exist only to produce a profit don't last long. And companies that don't pay

n't heard of that company for a few years now. I don't think they're in business any more.

But if our company isn't profitable and financially strong, it won't exist long enough to serve any other purpose. We need clear financial objectives, goals, and priorities. We can't afford waste and inefficiency. We need strong feedback and measurement systems to eliminate the "nice to do" activities and focus everyone on doing only the "need to do" work that produces profitable results.

That's the paradox to be managed; companies that exist only to produce a profit don't last long. And companies that don't pay

We need strong feedback and measurement systems to eliminate the "nice to do" activities and focus everyone on doing only the "need to do" work that produces profitable results.

That's the paradox to be managed; companies that exist only to produce a profit don't last long. And companies that don't pay attention to profits can't exist to fulfill their long-term purpose. Pursuing profits without a higher purpose or pursuing a purpose without profit are equally fatal strategies. These aren't either/or positions to choose between. They're and/or issues to be balanced. We need to get them in the right order. Many values studies have repeatedly shown that profits follow from worthy and useful purposes. Fulfilling the purpose comes first; then the profits follow. Profits are a reward. The size of our reward depends on the value of the service we've given others.

What Business Are We In?

"The leader's job is to help people see beyond what the organization is now to what it could become."

In The Achieve Group’s (my first training and consulting company) early years we were clearly in the training business. Distributing California-based, Zenger-Miller, training programs, we provided a well-designed "hardware" package of video tapes and participant workbooks. The "software" was the training of our Client's own internal support staff and/or managers to train others in their organization following Zenger-Miller's well-scripted leader’s guide.

The Zenger-Miller programs were award winning, highly effective train