A recent edition of USA Today (November 6, 2009) ran an article about the consistent success of Hendrick Motorsports’ NASCAR teams. Some would say domination is a better word than consistent success, given that they are closing in on their fourth consecutive NASCAR championship (perhaps taking 1st, 2nd and 3rd). The article is titled, “Happy in the Workplace - Hendricks Motorsports’ people skills key success,” and it provides some lessons that any organization, whether in sport or the business world, can learn from.
General Manager,
Marshall Carlson says there are four keys to their success: “Talent, unity,
speed, and focus, and all four are about people, not technology or widgets.”
Where some teams look to cut costs on hotels and food for their traveling teams
(consider that these teams are on the road for at least 36 weekends per year),
Hendrick Motorsport “views booking quality hotels and catering healthy meals as
essential as top-notch equipment.” In other words, looking after their people.
While most race
team managers come from within the sport, Carlson came from Hendrick’s auto
dealership empire. He views the running of the race teams no different from
running of a car dealership. “They’re a lot less different than you’d think,
because the culture is very much aligned.”
1.
Talent
– A happy employee who does not have the skills and knowledge to do the job
will not lead to consistent success. What he doesn’t say is that, for the most
part, skills and knowledge can be acquired.
2.
Unity
– This is all about teamwork, all about people working together as a unit.
3.
Speed
– When one hears a person in motorsport talk about speed, you can’t help but
think he’s talking about the car. But in this case, Carlson is talking about
people. Having spent years around high-performing race teams (and some
low-performing ones), I know that he’s talking about how having the right
systems and processes in place, good people will perform quickly and
efficiently.
4.
Focus
– Happy, talented employees, working together within great systems will not
perform well if they’re headed in the wrong direction. Well, duh. Focus is
critical.
Great Post Ross.
@rlavigne42
Posted by: twitter.com/rlavigne42 | November 11, 2009 at 10:59 PM
I think all too often the employees are viewed as an expense item and often times are treated that way. (Caveat: some employees will also warrant being treated as such, I might add!) Everyone wants to feel included and that their input is a valued resource for the team as a whole. Company leaders who think the opposite will suffer from a weak foundation (low morale among the employees).
Employers like Google have fostered the idea of a happy worker is a productive worker and although that rings true, it must also be emphasised that the whole reason the company exists is for business. Translating that "go team!" mantra into foward momentum to success for the company as a whole is the important next step.
A very relavent post, Ross!
Posted by: www.facebook.com/profile.php?id=1111711952 | November 13, 2009 at 07:38 AM
Not being one to post anon; my ID didn't show for some reason...
M. Olsen
(posted at 0738 above)
Posted by: www.facebook.com/profile.php?id=1111711952 | November 13, 2009 at 07:40 AM
In an earlier installment you examined two kinds of coaching: Phil Jackson and Bobby Knight. The conclusion was that the Phil Jackson style is probably going to be more successful in the long run. I think your observations about Marshall Carlson validate your conclusion. As Mike points out in his post, there are times when leaders have to push really hard. The key to success is how they do it. A Bobby Knight style (I call them "ranters") might enjoy very short term success. But the subtle damage they do is distructive over the long term. When confronted by a ranter the question to ask is "How can you say that in a way that inspires me?" Clearly Carlson has learned how to inspire. He can show both urgency and respect. That's the mark of a strong leader focused on the individual before the result.
Nice job Ross. Keep it up.
Posted by: Frank Greif | November 19, 2009 at 03:14 PM