How to Kill Enthusiasm
I wrote this ezine some time ago in a hotel room in a near-deserted region of Alberta, Canada—Fort Assiniboine. Don’t try to find the town on your map; it probably isn’t there. I went there one January—winter—with snow drifting down and found the town, despite my GPS telling me the town was 25 miles shorter than where I actually found it. You might say I drove through and past the town in order to find it.
On this journey, however, I could not help but reflect on how God treats us and how we are to treat those with whom we work, especially those we must supervise in some capacity.
In the consulting world, I’ve met all kinds of business owners and managers. Some of them have real difficulty working with other people, because they believe that if it is to be done right, they are the best ones to do it. Delegation is almost impossible for these folk. And usually when they do delegate they don’t take sufficient time to explain what they want. They are too impatient for this. Then it doesn’t get done right, and their response is, “I told you I’m the best person for that job.”
More than that, they now want to tell others how to do everything. But when they go this far, they have become control freaks who cannot leave staff alone for a moment.
I have a question for you. No, it’s not a trick question. But hopefully it will get you thinking.
Manufacturing business has a goal and objective to make more money. The prevailing philosophy of business says by lowering the price you sell more. This has been proven over and over again to be true. Computers, pocket calculators, are just some examples.
But now we move to a service business. Here the business owner makes his money primarily from his own labor, not from employing machines and other people to produce saleable items.