Do You Work with a Credit Hog? MG THINKERS 50...
On closer inspection, I saw that the BPR wasn’t cold and bloodlessly technocratic. On the contrary, it was grounded in a piercing understanding of people, as if Alan had internalized Drucker’s ideas about the “customer” and employed the weekly BPR to treat his executive team not as his direct reports, but rather as stakeholders in one another’s success, with each executive representing additional groups of stakeholders (customers, suppliers, members of the community, etc.).
Not everyone appreciated it — but the beauty of this was that they self-identified and, in a way, knew that they weren’t cut out for the jobs they were holding.
The BPR made everyone accountable to both themselves and the group. This met their dual need for internal validation and belonging to something greater than themselves.
With the BPR, Alan the engineer had built an impregnable fortress that was adaptable to any enterprise and goal.
I adapted it and used it as part of a plan I would come up with that I could apply to helping successful people achieve positive lasting change in their behavior.