“One of the immensely valuable aspects of any correct principle is that it is valid and applicable in a wide variety of circumstances.
When people fail to respect the P/PC Balance in their use of physical assets in organizations, they decrease organizational effectiveness and often leave others with dying geese.
There are organizations that talk lot about the customer and then completely neglect the people that deal with the customer—the employees. The PC principle is to ALWAYS TREAT YOUR EMPLOYEES EXACTLY AS YOU WANT THEM TO TREAT YOUR BEST CUSTOMERS.
You can buy a person’s hand, but you can’t buy his heart. His heart is where his enthusiasm, his loyalty is. You can buy his back, but can’t buy his brain. That’s where his creativity is, his ingenuity, his resourcefulness.
That focus on golden eggs—that attitude, that paradigm—is totally inadequate to tap into the powerful energies of the mind and heart of another person. A short-term bottom line is important, but it isn’t all-important.
To maintain the P/PC Balance, the balance between the golden egg (production) and the health and welfare of the goose (production capability) is often a difficult judgment call. But I suggest it’s the very essence of effectiveness. It balances short term with long term.
You can see it when you press to get your own way with someone and somehow feel an emptiness in the relationship; or when you really take time to invest in a relationship and you find the desire and ability to work together, to communicate, takes a quantum leap.
The P/PC Balance is the very essence of effectiveness. It’s validated in every arena of life. We can work with it or against it, but it’s there. It’s a lighthouse. It’s the definition and paradigm of effectiveness upon which the Seven Habits in this book are based.”
I have two great examples of P/PC out of balance.
I was asked to join a local board and was told I would be supported in changing the way the board operates. The board is dysfunctional, and changes are needed. Unfortunately, as I worked to make changes I received NO support. The P/PC quickly became unbalanced, and I resigned from the board because of it. Production was there, but Production Capability was absent.
Second example involves a director whose first response to a problem is to accuse her employees of wrongdoing. With little support and encouragement, the employees are disgruntled, and the morale is low. P/PC is out of balance. Production could be higher with more Production Capability.
Covey’s P/PC Balance was blatantly absent at every job I held. LEADERSHIP IS MORE THAN A TITLE/POSITION! You get what you give.
Next: Habit 1 Be Proactive