Nail it Today With Both Hands

By Joe Cox

Would you have enjoyed being a captive anthropoid in a zoo 100 years ago? Today, modern zoological parks simulate the natural habitats of the species in their sanctuaries. Gorillas and chimps thrive and reproduce. Many are released back into the wild. But in the corporate world management doesn’t seem to know the normal conditions for Homo sapiens to perform at his best, and sadly don’t care to learn. Anthropology, biology, psychology and sociology each teach us what Homo sapiens need to flourish. It is an enriched habitat that satisfies the needs and desires of hominids as they hunt and gather and compete for territory in the Corporate Zoo.
Homo sapiens have two motivators that determine the effort they will put into work and how long they will continue doing it. Managers must sustain those motivations - with a two-handed approach that leaves no doubt that it produces profit. At a minimum, readers will figure out what they need from their bosses to fly after their goals. Managers will learn what drives team members and that they are dufuses if they don’t provide it. Companies will rethink the order of their priorities if they want to be more profitable. The tools included in Nail it Today seal the deal in this one-of-a-kind eye-opening revelation on business. You won’t put it down and you can’t ignore it. It hits too hard.

• Language: English
• Publisher: AuthorHouse
• Release date: Jun 13, 2013
• ISBN: 9781481751322

Joe Cox

Joe Cox has been a lifelong student of management. He started up the corporate ladder as a dishwasher for a restaurant chain in Denver in the 1960’s. After several years as a high school biology teacher, he entered the corporate world again and reached one goal in 1990 when he became President and CEO of a manufacturing company. After that, Cox went on his own as a business consultant. His clients included Pepsi Cola, Nabisco, Lockheed Martin, Hughes Supply, Cementos Progreso, the States of Kansas and Arizona, US West Communications, Frito Lay, UniFirst Corporation and many more large and small businesses over more than two decades. He currently consults for Zoetis, formerly Pfizer Animal Health. Cox attended the University of Colorado, Evangel University, University of South Africa, Damelin College and the University of Durban, Westville. Wherever he worked or studied, he had one thing on his mind - improving businesses’ performance. He waded through the research from the last 90 years and stayed abreast of new studies as they were published. He conducted numerous scientific studies of his own, testing his ideas and the conclusions of scholars in the management field. Cox also launched and operated several businesses in farming, construction and business consulting. To implement proven results, he developed a comprehensive set of principles and tools that train managers and make them accountable for profit at every organizational level through performance metrics. Nail it Today encapsulates not just the Author’s research, practice, experimentation and tools but the proven conclusions of every scholar and investigator who added to our understanding of management since the early 1900’s. The Author ties all concrete results together into an airtight case for growing profit by putting people first. Some sections of Cox’s and Zelaya’s 2007 book, What I Didn’t Learn in My MBA – The Third Dimension of Profit are included in support of the strategies offered. Joe Cox lives with his wife, business consultant Dr. Regina Rodriguez Cox, in Weston, Florida.

Book preview

© 2013 by Joe Cox. All rights reserved.

No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means without the written permission of the author.

Published by AuthorHouse 05/30/2013

ISBN: 978-1-4817-5133-9 (sc)

ISBN: 978-1-4817-5131-5 (hc)

ISBN: 978-1-4817-5132-2 (e)

Library of Congress Control Number: 2013908915

Any people depicted in stock imagery provided by Thinkstock are models, and such images are being used for illustrative purposes only.

Certain stock imagery © Thinkstock.

Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

Contents

Book Endorsements

Preface And Introduction

Acknowledgements

About The Author

Chapter One Business Driver # 1

Chapter Two Hungry Psyches And The Bottom Line

Chapter Three Altruistic Anthropoids

Chapter Four The Selfish Gene —Sanctioned!

Chapter Five Who Are We? Dna, Socialization And Expectations

Chapter Six Associates’ Natural Habitat

Chapter Seven Caught Red-Handed Or Back In The Black?

Chapter Eight Job Enrichment: The New Habitat On The Drawing Board

Chapter Nine Green, Yellow And Red Tasks—Fun And Glum

Chapter Ten Are Things Bad? How Bad And How Often?

Chapter Eleven Investing In Black Beans

Chapter Twelve Patterns Performing To Predictions

Chapter Thirteen Management— The ‘Almost’ Profession

Chapter Fourteen Serve Or Be Served—Who Is The Good Money On?

Chapter Fifteen Positive Reciprocity—Associates Stroke Back

Bibliography

Web References

Endnotes

Book Endorsements

I loved Nail it Today. Joe Cox identifies the human components behind red ink and black ink on financial statements. He comes down hard on managers and companies that mistreat people, yet provides the tools for those who are ready for a dramatic turnaround in employee engagement and profits from high productivity. The science puts his arguments beyond doubt. A century of research is distilled into a two handed strategy to satisfy people’s legitimate needs. Applying it triggers a passion that translates into lower costs and higher profit. If your gross margin and expense control are about optimal, this book opens a third dimension of profit that is latent right now in most businesses. This is about as interesting and potent a business book as you will ever read.

Dr. Joachim de Posada CSP

International Speaker and Author of the best sellers:

How To Survive Among Piranhas

"Don’t Eat The Marshmallow . . . Yet"

Keep Your Eye on the Marshmallow: Gain Focus and Resilience and Come Out Ahead

Nail it Today manages to show us how the forces which manipulate the behaviors of non-human species within an ecosystem can be applied to the workplace and to business in general. Cox is masterful in his ability to synthesize seemingly disparate subjects in a way that showcases how what we do, who we are, and how we survive, is all a product of a natural system. In this revelation, we gain a new perspective on both being human and operating in the world around us.

Andrew R. Halloran, PhD, Author of Song of the Ape

Assistant Professor, Program in Environmental Studies

College of Arts & Sciences

Lynn University

On one hand, Nail It Today with Both Hands is a science research report. On the other hand, it is a leadership and management manual for business performance improvement. WIth both hands working together, it is the compilation of Joe Cox’s diverse career experiences and insights brought to life in the pursuit of creating healthier workplaces and more profitable businesses.

Kevin W. McCarthy, MBA

Author: "The On-Purpose Person" and "The On-Purpose Business Person"

Chief Leadership Officer

On-Purpose Partners

Preface and Introduction

Who disagrees that change is needed when employees cringe under insipid or overbearing leaders? But when it involves bosses’ ethics and character we are less comfortable imposing standards to control them. Codes of conduct, sexual harassment laws and equal employment legislation control prejudicial, offensive and unfair treatment. As long as owners and their managers don’t violate such codes and laws we leave them alone. But what about higher principles impacting feelings and mental health that are willfully ignored with no intervention? A manager may rant and rave in the confines of his or her department, wounding feelings at will, but if the department next door doesn’t overhear it and report it the only consequence is buried in a turnover statistic and a tinge of red ink on the balance sheet. When the selfish gene gets away with it, he is not shy to do whatever he wants at any one’s expense.

Nail it Today traces the development of social behavioral norms for Homo sapiens from research on our closest cousins and on humans. Every member of our species has common expectations—norms—for how we expect to be treated, based on an innate sense of what is fair. Expectations derive from our needs, ingrained in our DNA, which is 98% in common with chimpanzees. They are the baseline expectations of every human social group. Denial of them incites conflict and reduces cooperation necessary for goals. Members of the Corporate Zoo have similar expectations for fair treatment and need satisfaction. Chimp clans nurtured the weak, the young and the injured. Their leaders led them in purposeful activity—browsing, perimeter patrols, territorial defense and conquest. Rewards were shared. Antisocial behavior was sanctioned. Most of all needs were met, essential for clan survival. Altruism and reciprocal behaviors are normal in our cousins and are normal expectations of the clothed hominid in the corporate zoo. But we have issues with the zookeepers—the selfish gene types. Spite is prevalent and costly—normal too—when the irrational self-interest of leaders or clan members denies legitimate need satisfaction.

Blocked expectations bring consequences that are bad for business. People who feel used or abused find other jobs. Turnover costs money in recruiting and training and salaries paid while new employees get up to speed and knowledge. Disgruntled employees are less cooperative. They affect other employees. Unengaged and disengaged workers, who are paid full salary, may only do a half day’s work or less. Who is liable for lost productivity? We handle big money when we handle people. Hit and miss tactics show up on the balance sheet.

Without accountability change eludes us. Training has little impact without enforced standards. Anger, apathy and verbal abuse can pervade a work environment and foment resentment against leaders. Indifference to employees’ normal needs is the primary issue. Owners and managers who don’t care hurt themselves, yet never seem to connect their behavior to results. Otherwise they might change. Hopefully Nail it Today will spark some introspection. Meanwhile, greed and ego overwhelm empathy and rule the day in far too many work places. If there is a place for X-style management the selfish gene sorely begs for stiff, autocratic sanctioning.

Accountability requires reliable metrics. The impact from managers’ actions must be directly correlated with job satisfaction and productivity, and critically, net profit. Placing factual evidence in front of managers, and hinging continued employment, salary increases and bonuses on it, is how we change behavior. Change must come just as it came with legislation on the books today. The selfish gene costs countries trillions in lost productivity, never mind labor lawsuits, strikes, unionized resistance and slow-downs. We present the tools that capture the metrics to make managers accountable for human motivation and related productivity. Accountability raises profitability. That is our theme.

Because it doesn’t sink in that treating people right is good for business we need metrics so we can reward those who play fair and censure those who erode profit. These new metrics make the transition to a fairer, more natural habitat in the corporate zoo a scientific move. Customers will be treated better. The work environment will be uplifting. Turnover will go down. Absenteeism and conflict will decline. Workplace violence and horror stories will be rarer. People would be well treated wherever they worked. The barrier is resistance from those who violate the norms—those who don’t care about their people. They own a lot of businesses. They employ a lot of managers who don’t care about their people either.

Changing the social system at work requires that managers understand the importance of the elusive soft intangibles—the motivators; then to implement the strategies that activate and foster them. With understanding, action and tools in hand, companies can migrate from a money-first culture to a people-first culture, where people feel valued rather than being pawns in someone else’s money game. People produce their best work when they are engaged in goals that allow their own need satisfaction. Any business can raise engagement by applying what is presented. Everyone is helped, no one is hurt. But we are not naïve. The selfish genes will spurn the proofs in these pages. They develop learning disabilities when asked to change themselves. Change takes effort. Every manager must decide if the payoff is worth it for them. Those who make the wrong call are the dufuses in the corporate zoo—the villains who are not just selfish, they aren’t smart either. Their irrational self-interest hurts them as much as others. But they are slow to catch on.

Motivation is business driver number one. Companies that cater to peoples’ normal needs and expectations will motivate them. If they delay their gratification long enough to see higher profit, they will see it. Those who don’t will have less happy people, even unhappy. Engaging people in our business objectives, and making a lot more profit from it, comes down to handling two sets of motivators: extrinsic and intrinsic. Can you drive a nail without a hammer? Not easily. Can you make a profit with unmotivated people? Not easily. Managing these two motivators takes both hands—one to make sure people’s jobs turn them on and one to provide support when people need it. This is normal management. Meet needs and expectations and it generates black ink. Deny them and the ink turns red.

Our goal is to make work more rewarding. It starts with metrics, moves to accountability, then adds rewards and consequences, then keeps investing in the business and its people. We hope our contribution to that process is clearly advantageous and well received.

Acknowledgements

A lot of people have helped me understand what management is really about, beginning with good managers like Charlie Smith at Reese House, Bob Malcomess at Toyota, Hilton Johnstone at George Campbell Technical, Stan Hare at Henry Electronics, Noel O’Connor at Wimpy Restaurants, Bruce Hopewell at Beare’s and Jim Dentinger at Florida Federal. All of them contributed to this book by their management of me. My wife Regina has been a great critic of my writing and it raised my proficiency a good notch. My daughter, Jacqueline May, an English Professor, suggested many improvements which were incorporated. All of the authors cited in the Bibliography enriched me enormously. My Mom and Dad stand alone as the best supporters I have ever had. I hope to make my life count in ways that please them. I can’t leave out Calvin and Marty Brallier who pointed me in the right direction when I was adrift and needed caring advice. My other kids have stood by me even when it didn’t look like I knew what I was doing. Thanks to them, especially JoJo, who always gave me everything I asked for, and more. I am proud of each one. I love everyone mentioned here and thank them for their contribution to my life and hence this work.

The book reviewers on the jacket cover pay me a great complement with their endorsements. I respect them and their work. Faith also plays a major role. When we step out on our own, with only a sense of urgency and strong passion to do something, the results either confirm our faith or diminish it. My faith is confirmed, not because of prosperity, but by how I was changed in pursuit of a calling. It’s preferable that way. Faith should make us better people, not just give us things. As we grow we are better able to receive understanding in very complex issues. The more we understand the more our cup fills up. When it is full it begins to overflow. Nail it Today is part of the overflow.

The Author

Weston, Florida, January 2013.

About the Author

Joe Cox has been a lifelong student of management. He started up the corporate ladder as a dishwasher for a restaurant chain in Denver in the 1960’s. After several years as a high school biology teacher, he entered the corporate world again and reached one goal in 1990 when he became President and CEO of a manufacturing company. After that, Cox went on his own as a business consultant. His clients included Pepsi Cola, Nabisco, Lockheed Martin, Hughes Supply, Cementos Progreso, the States of Kansas and Arizona, US West Communications, Frito Lay, UniFirst Corporation and many more large and small businesses over more than two decades. He currently consults for Zoetis, formerly Pfizer Animal Health.

Cox attended the University of Colorado, Evangel University, University of South Africa, Damelin College and the University of Durban, Westville. Wherever he worked or studied, he had one thing on his mind—improving businesses’ performance. He waded through the research from the last 90 years and stayed abreast of new studies as they were published. He conducted numerous scientific studies of his own, testing his ideas and the conclusions of scholars in the management field. Cox also launched and operated several businesses in farming, construction and business consulting. To implement proven results, he developed a comprehensive set of principles and tools that train managers and make them accountable for profit at every organizational level through performance metrics.

Nail it Today encapsulates not just the Author’s research, practice, experimentation and tools but the proven conclusions of every scholar and investigator who added to our understanding of management since the early 1900’s. The Author ties all concrete results together into an airtight case for growing profit by putting people first.

Some sections of Cox’s and Zelaya’s 2007 book, What I Didn’t Learn in My MBA—The Third Dimension of Profit are included in support of the strategies offered.

Joe Cox lives with his wife, business consultant Dr. Regina Rodriguez Cox, in Weston, Florida.

Chapter One

Business Driver # 1

To hammer a nail takes two hands—one to swing the hammer and the other to hold the nail in place. In the corporate world, motivation is the hammer. Profit is the nail. Motivation drives the people who earn the profit. We will measure how much motivation adds—in profit—we’ll see it on the balance sheet—in black ink. But if people aren’t motivated the ink is red.

When profit doesn’t result, something is missing—usually the primary driver of profit. ‘Nonsense,’ you may say, ‘Profit drivers are always known and are always part of the mix.’ True, but if I ask you to tell me what they are you will omit the key one. It’s the overlooked intangible—human motivation. It takes two hands to handle that primary profit driver. We’ll discover what those hands do, one