Second of two parts
I once had a client – a large commercial bank – whose managers were fond of urging employees to “run it like you own it.”
Employees didn’t own it, of course — shareholders did. Some employees had equity holdings, but those accounted for a small percentage of the institution’s total shares.
What the managers wanted was for employees not to act like, well, employees. They wanted people to behave instead as if they had a larger stake in the prosperity of the company and therefore a greater responsibility to go beyond the minimum daily requirement of effort to serve customers and husband the assets of the organization. Read more…
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