February

“Anything on the edge is more likely to fall…” AB-MFH
NEVER KEEP YOUR TEAM MEMBERS ON THE EDGE

Some heads or senior members, some top management members always keep their subordinate team members on the edge. They believe that keeping people on the edge makes them give their best performances. They follow the misconception that for extraordinary performances we have to make people uncomfortable or bring them out of their comfort zones.
Comfort is often taken as lethargy or relaxation. The fact is that comfort is the ease of performing. An atmosphere which promotes higher levels of performance.
A surgeon in the operation theatre is comfortable with the attendant who passes the right tools at the right time.
A technician is comfortable when he gets the right equipment at right place at right time.
An programming professional is comfortable with screen which is soothing and non-straining and seat which is comfortable…
This is their comfort.
The lockdown forced WFH has also showed that the output improved when the comfort of home and time was given.
The MFH gives a strong message that in life, business and management
“Work energises, tension tires and
being comfortable improves efficiency”.

The GenX has a great fascination for machines, automation and quantification. We even try to measure love, devotion, association, belongingness, trust…
While dealing with humans we should be human. Let machines be machines and humans are humans. The barrier should not be crossed.
Now no. 5
INDIVIDUALITY AND IN-COMPARABILITY IS BASIC HUMAN TENDENCY
We all work for something more than money. It is what the money represents & may be different for all.
In schools where fake medals are given the cost of the gold medal, silver medal and bronze with the certificates is almost the same, but the associated value for the players is different.
The salary for the worker may be the value of his effort, but for his home-maker wife it may be a comparison yardstick with the neighbours.
For some it may be the level of the school for their children.
For a superstar it is the measure of his popularity…
This is important for humans. For us humans money is not an exchange document. It has different meaning for different people and understanding this is a very important “human management” aspect to bridge the gap between job & business.
When there is Human it is Individuality and in-comparability…
Be-aware

The organizations which are personified tend to develop better belongingness. There is another important factor with personified organizations, these have minimal employee-employer issues.
ORGANIZATION IS THE ONLY EMPLOYER
The MFH organization structure is:
Doer
Executors
Provider level 1
Provider level 2
Guide
Expander (Top management)
The Organization (The Employer)
All levels from the Doers to the Expanders, also including the vendors and customers, are the stakeholders of the Employer – the Organization.
This needs a transition in the thinking patterns of everybody, especially the people who are involved in the recruitment process. The change from believing that “I am the Employer” to “I am also an Employee”. This is a big deal for the recruitment agents because they are normally the top and middle management positions. One of the major reasons for interpersonal issues is the employer-employee divide.
The MFH gives the responsibility and authority of:
1. recruitment of most of the team members to the Providers and
2. the induction of all team members to the Expanders,
for the Organization.

When I enter the world of business, I make a commitment, it is a lifetime decision. I have a special “attachment” with my business. There is no second line or succession fear or apprehensions. There is no looking for “greener pastures”. I have a special attachment to my business.
ATTACHMENT TO THE JOB
We have to associate “job” with this sense of attachment. Once I join a job, it is to be a lifetime commitment. Only after a certain level is attained, I can consider diversification.
How I can include this in the job profile of all who join my organization?
Is it difficult?
Not really…
We can easily learn it from the businessmen and entrepreneurs of the early twentieth century and late nineteenth century. There are many examples of team members who once got associated with them rarely left till the end of their lives. They believed in mental association rather than job-based association. It was not an employee-employer relationship, both worked for the Organization.
Today it is my job and the entrepreneur may not even know me. I do the job for the remuneration, only. In that period “people work for people” was true. There was “Management from Heart”, something more than the pay package. This is the need of the hour and “the solution” to many issues that the organizations and the team members face today…

Apparently “own” business gives a sense of being in control of my earnings. It gives us a feeling that by using my intelligence, resources, time and energy I have unlimited earning potential. I get a sense of possibility to increase beyond other parallels. And, definitely in the business world there are such examples and they are often quoted too.
CONTROL ON EARNINGS
We have to re-design the jobs in such a way that the person is in command of self-earnings. My earnings for today needs to be in direct relation to my work today.
I am a shop owner,
I open the shop I earn, I keep it closed I won’t get a dime.
I am able to build a good customer base I earn more, I lose my customers I earn less.
To name a few factors…
Can I build such correlation in a job?
To some extent, this is the reason why we get “more” output in contractual jobs, but with more negatives attached.
I intend to build a new system where “job” or business become parallel options…
Your suggestions are welcome…

Every person wants to have his “own” business. Do we “own” our jobs?
Business is a lifetime commitment, but what happens in job; the moment I settle in a job I start looking for a better opportunity.

BETTER OPPORTUNITY

It is this quest for a better opportunity that brings a person into the business world. This is not the only factor, but here we will discuss this factor only. My endeavor is to make doing a job at par with doing a business. The adrenaline gush which is there at all times when I am in business is somewhere missing in the job atmosphere.
Can we re-design all job opportunities in such a way that there is always a possibility of a “better opportunity in the same job” if the person strives for it?

The key factor here is “in the same job”. When we are pursuing abusiness, we always try to seek growth and better opportunity in the same/similar field. Only after attaining a certain level we go for diversification.
The more I am involved in my business, the more I explore the possibilities, the more I can grow…

Can we design all the jobs in this way?
Can we give “job owner-ship”?