Hi, I’m Adil Wali. I became a Microsoft certified professional at age 14 and started my first web development company. That led to a career as a serial entrepreneur, advisor, and startup investor. I got my first “real job” at 33, and I’m now a FinTech executive with a passion for the markets.
I often get asked, “What do you do, what’s best for the person or what’s best for the company?” Or, “What happens when what’s best for the employee isn’t best for the company?”
In my mind, doing what’s best for each individual person in an organization is what’s best for the company at large. At least today. Here’s why.
Times have changed
If you think back in the days before America was discovered, on through the Industrial Revolution and when there was a boom in railroad construction and building skyscrapers in Manhattan this situation may have called for a different kind of thinking. Back then, maybe the kind of boat you had or the land you owned was the big differentiator.
Today, we’re in a Knowledge Revolution where things are created based on knowledge and information. Brain power is the key generator. The business landscape is more complex than what it was because people are more complex and harder to manage. They have ambitions, hearts, minds, and families that are important. The brains you have can make or break your company’s success.
It’s not a giant leap
Since companies run on people, it follows that the best companies are going to have the best people. Therefore, the people within the company – its human resources – are the big differentiator.
The performance of a company is often a lagging indicator of the quality of its people. Over time, you’ll start losing the quality of your product, culture, brand, and all the things that make a company strong if you don’t have good people.
That’s why I believe that, in the end, what’s best for the person IS best for the company. You have to treat people like the most important asset they are. If someone says I’m moving to Timbuktu with my spouse because it’s what’s best for me, don’t fire them to protect yourself. And don’t throw more money at them hoping they’ll stay when you know their mind is made up. Life is too short for that. Instead, embrace what they need. Celebrate the work they did and the contributions they’ve made. Support them in whatever way you can in making the transition.
What it all comes down to
How you treat your people becomes part of your company’s DNA, part of your reputation. And that’s absolutely why you have to do the right thing by your people because your reputation is built on that. The future success of your company depends on a strong DNA and a stellar reputation. Companies who put their people first will have an edge on getting the best talent and will ultimately win because of it.
What do you do when the interests of the company and the interests of your people seem at odds? I believe when you look at all the factors and weigh how important they are, you’ll come to the conclusion that what’s best for the employee is ALWAYS best for the company.