�ݺ�ߣ

People
?Over
?Pro?t
?
Based
?on
?the
?book
?of
?Dale
?Partridge
?

?
Ricardo
?Monagas
?

I
??nd
?it
?shocking
?how
?quickly
?we
?forget
?the
?
value,
?power,
?and
?importance
?of
?our
?fellow
?
humans.
?Sel?shness
?shoves
?its
?neck
?into
?our
?
minds
?and
?we
?actually
?believe
?that
?we��re
?more
?
important
?than
?another.
?

?
Dale
?Partridge
?
?

The
?7
?Key
?A<tude
?that
?boost
?
Company
?Culture,
?Performance
?&
?
Pro?t
?
?
?
?

1.
?Above
?the
?Standard
?CompensaEon
?

?

?
What
?would
?you
?idenFfy
?as
?your
?company��s
?
most
?valued
?asset?
?The
?usual
?answers
?to
?that
?
quesEon
?would
?include
?product,
?brand,
?physical
?
space,
?R&D,
?etc.
?Not
?oJen
?would
?you
?hear
?(at
?
least
?not
?with
?sincerity)
?that
?a
?parEcular
?
business
?considers
?its
?people
?to
?be
?its
?most
?
valuable
?pieces.
?
?

2.
?It��s
?About
?The
?Feeling
??
?Empathy
?
?

?

?
Many
?leaders
?believe
?that
?employees��
?personal
?
lives
?don��t
?maRer,
?as
?they
?have
?nothing
?
to
?do
?with
?work.
?Yet
?we
?know
?today
?that
?
employees��
?personal
?and
?professional
?lives
?do
?
collide.
?
?

?
?

2.
?It��s
?About
?The
?Feeling
??
?Empathy
?
?

?

?
Empathy
?is
?con?dence.
?Empathy
?is
?humanisEc.
?
EmpatheEc
?managers
?disregard
?the
?tradiEonal
?
view
?of
?management
?and
?want
?to
?relate
?with
?
employees
?to
?inspire
?
and
?moEvate.
?
?

?
3.
?The
?Upside
?Of
?The
?Inside
??
?Perks
?
?

?

?

?
Employers
?want
?their
?employees
?to
?have
?fun,
?which
?raises
?
commitment
?and
?creaEvity
?levels,
?but
?bosses
?also
?feel
?that
?
their
?companies
?get
?a
?lot
?more
?out
?of
?having
?game
?dens.
?As
?
Jay
?Graves,
?CTO
?of
?Double
?Encore
?explains,
?��I
?like
?these
?types
?
of
?things
?because
?they
?bring
?people
?together
?who
?might
?not
?
normally
?interact
?on
?a
?day-?�\to-?�\day
?basis.
?Foosball,
?darts,
?and
?
video
?games
?are
?games
?that
?people
?play
?in
?pairs,
?teams,
?or
?
groups.
?Spending
?Fme
?together,
?both
?while
?working
?and
?��o?
?
the
?clock,��
?are
?key
?to
?(creaFng)
?a
?company��s
?culture
?�C
?
especially
?one
?that
?depends
?largely
?on
?collaboraFve
?e?orts.��
?
?

?
3.
?The
?Upside
?Of
?The
?Inside
??
?Perks
?
?

?

?
There
?are
?countless
?small
?business
?owners
?like
?
myself
?that
?sacri?ce
?personal
?compensaEon
?for
?the
?
sake
?of
?keeping
?their
?team
?in
?place
?��
?not
?having
?to
?
downsize
?during
?tough
?Emes,
?not
?having
?to
?reduce
?
hours.
?This
?may
?not
?be
?as
?cool
?as
?a
?juice
?bar
?or
?
foosball
?table,
?but
?it
?shows
?employees
?that
?their
?
CEO
?cares
?and
?values
?them.
?I
?think
?that
?is
?
awesome.��
?I
?have
?to
?agree.
?

?
Dale
?Partridge
?
?

?

?
3.
?The
?Upside
?Of
?The
?Inside
??
?Perks
?
?

?

?

?
Change
?begins
?with
?where
?you
?are,
?with
?what
?
you
?have,
?and
?who
?you��re
?with.
?

?
?
#PeopleOverPro?t
?
?

?

?
4.
?Driving
?People
??
?MoEvaEon
?
?

?

?
?

?
If
?your
?acEons
?inspire
?others
?to
?dream
?more,
?
learn
?more,
?do
?more
?and
?become
?more,
?you
?are
?
a
?leader.
?
?

?
#PeopleOverPro?t
?
?

?
?

?

?
4.
?Driving
?People
??
?MoEvaEon
?
?

?

?
?

?
OrganizaEons
?should
?focus
?on
?these
?drives
?
when
?managing
?their
?team
?by
?creaEng
?
environments
?which
?focus
?on
?our
?innate
?need
?to
?
direct
?our
?own
?lives
?(autonomy),
?to
?learn
?and
?
create
?new
?things
?(mastery),
?and
?to
?do
?beRer
?by
?
ourselves
?and
?our
?world
?(purpose).
?
?

?
?

?

?
5.
?I
?Found
?My
?People
??
?Culture
?
?

?

?

?

?

?
Customers
?will
?never
?love
?a
?company
?unEl
?its
?
employees
?love
?it
??rst.
?
?

?
#PeopleOverPro?t
?
?

?
?

?

?
5.
?I
?Found
?My
?People
??
?Culture
?
?

?

?

?

?
Make
?It
?Personal
?
?

?
One
?of
?the
?most
?important
?aspects
?of
?
developing
?a
?brand
?voice
?is
?to
?keep
?it
?
consistently
?authenEc.
?
?

?
?

?

?
5.
?I
?Found
?My
?People
??
?Culture
?
?

?

?

?

?
Find
?A
?Way
?To
?Communicate
?Your
?Vision
?

?
CommunicaEon
?is
?key,
?whether
?it��s
?selling
?your
?
idea
?to
?investors
?or
?selling
?your
?company
?culture
?
to
?employees.
?
?

?
?

?

?
5.
?I
?Found
?My
?People
??
?Culture
?
?

?

?

?

?
Put
?People
?First
?
?

?
We
?need
?to
?start
?treaEng
?people
?like
?human
?
beings,
?not
?like
?cogs
?in
?a
?producEvity
?machine.
?
Look
?at
?the
?individual
??rst
?and
?their
?role
?second
?
and
?relate
?to
?employees
?on
?a
?more
?human
?level.
?
?

?

?
5.
?I
?Found
?My
?People
??
?Culture
?
?

?

?

?

?

?
Be
?kind,
?for
?everyone
?you
?meet
?is
??ghEng
?a
?hard
?
baRle.
?
?

?
#PeopleOverPro?t
?
?

?

?
6.
?I
?Didn��t
?See
?That
?Coming
??
?ExpectaEons
?
?

?

?

?

?

?
Folks
?who
?know
?how
?to
?manage
?expectaEons
?
are
?able
?to
?more
?seamlessly
?navigate
?the
?
choppy
?waters
?of
?their
?business.
?Why?
?Because
?
they
?know
?how
?to
?communicate,
?organize,
?and
?
direct
?conversaEons
?around
?things
?gefng
?done.
?
Follow
?these
?four
?pracEcal
?Eps
?to
?improve
?your
?
own
?ability
?to
?manage
?expectaEons.
?
?

?
6.
?I
?Didn��t
?See
?That
?Coming
??
?ExpectaEons
?
?

?

?

?

?

?
Make
?No
?AssumpFons
?
?

?
People
?oJen
?get
?into
?hot
?water
?when
?they
?
assume
?a
?co-?�\worker,
?vendor,
?or
?supervisor
?
knows
?what
?they
?expect
?or
?even
?what
?they��re
?
talking
?about.
?My
??rst
?piece
?of
?advice
?is
?making
?
sure
?you
?get
?context.
?
?

?
?

?
6.
?I
?Didn��t
?See
?That
?Coming
??
?ExpectaEons
?
?

?

?

?

?

?
Communicate,
?Communicate,
?&
?Communicate
?

?
One
?of
?the
?best
?ways
?to
?manage
?expectaEons
?is
?to
?
make
?sure
?you
?communicate
?with
?everyone
?on
?a
?
frequent
?basis.
?In
?the
?early
?stages
?of
?a
?new
?project
?
or
?as
?a
?key
?milestone
?or
?deadline
?approaches,
?you
?
may
?want
?to
?even
?over-?�\
?communicate.
?
?

?
?

?
6.
?I
?Didn��t
?See
?That
?Coming
??
?ExpectaEons
?
?

?

?

?

?

?
Pushing
?Back
?is
?OK
?
?

?
You
?have
?to
?be
?comfortable
?that
?the
?expectaEons
?are
?
realisEc
?and
?achievable.
?If
?they��re
?not,
?you
?can
?�C
?and
?
should
?�C
?push
?back.
?The
?key
?here
?is
?pushing
?back
?in
?
a
?way
?that
?balances
?the
?organizaEon��s
?needs
?and
?the
?
team��s
?abiliEes.
?Being
?open
?about
?what
?can
?be
?delivered
?
and
?what
?the
?plan
?is
?to
?bring
?in
?the
?rest
?can
?go
?a
?long
?way
?
in
?insElling
?con?dence
?and
?gefng
?the
?go-?�\ahead.
?
?

?
?

?
6.
?I
?Didn��t
?See
?That
?Coming
??
?ExpectaEons
?
?

?

?

?

?

?
Don��t
?Over-?�\Manage
?ExpectaFons
?
?

?
Needs
?change.
?Markets
?evolve.
?People
?wake
?up
?
in
?the
?morning
?wanEng
?something
?di?erent
?
from
?the
?night
?before.
?If
?you
?aRempt
?to
?
anEcipate
?all
?of
?this
?you
?will
?drive
?yourself
?crazy.
?
?

?
?

?

?
7.
?Thanks
?For
?Saying
?That
??
?AppreciaEon
?
?

?

?

?

?

?

?

?
OK,
?every
?single
?day
?might
?be
?a
?liRle
?excessive��
but
?making
?sure
?your
?employees
?know
?how
?
much
?they
?mean
?to
?you
?should
?be
?far
?more
?
frequent
?than
?a
?once-?�\a-?�\year
?a?air.
?
?

?
?

?

?

?

?

?

?

?

?

?
Thanks
?

?
Ricardo
?Monagas
?

?
Website
?//
?ricardomonagas.com
?
Twi]er
?//
?@rmmonagas
?
?

?

�ݺ�ߣ

People over profit

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