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Individuals of excellence, this is, people who produce outstanding results, almost universally have tremendous sense of respect and appreciation of people. They have a sense of team, a sense of common purpose e and unity. The way to succeed is to form a successful team that is working together. We have all seen reports of Japanese factories, where workers and management eat in the same cafeteria and where nothing have input into evaluating performance. Their success reflects the wonders what can be achieved when we respect people rather than trying to manipulate them.
One of the key things they found was a passionate attention to people. There was hardly a more pervasive theme is excellent companies than respect for the individual. The companies what seceded were the ones that treated people with respect and with dignity, the companies that view their employees as patterns not as tools. They note that in one sturdy, eighteen out of twenty Hewlett Packard executives interviewed said the company’s success depended on HP people philology. HP is not a retailer dealing with the public or a service company dependent on goodwill. It is dealing at the most complex frontiers of modern theology. But even there, it is clear that dealing effectively with people is seen as the preeminent challenge.
To say you teat people with respect and to do it are not the same thing. Those who succeed are the most effective in saying to others. How can we do this better? How can fix things. How can we produce greater results? They know that one man alone, no matter how brilliant, will find it very difficult to match the collaborative talents of an effective team,
