To: My Friends

Issue: Pruning Your Organization for Health and Growth

Organizations are living organisms, like trees and shrubs. You prune trees and shrubs to remove dead wood, shape growth, and improve health and vitality. For similar reasons, organizations need pruning, too.

Changing needs: As an organization grows, the knowledge and skills required for its future growth change. What works in its infancy does not get it through puberty and into maturity. Some people excel in start-ups, others at growing an emerging business. Some people can't make a transition from one stage of the business to the next. In addition, even with careful hiring, not everyone works out.

No formulas: Pruning an organization by a specific percentage (eliminating the bottom 5%) is not the answer. It may be greater or less than what is needed. The basic issue is who has what it takes to meet your organization's needs in the immediate and longer-term future. That requires a strategic plan that defines future direction and assesses the current talent vis á vis anticipated needs. Some people will have significant long-term potential. Others may be fine for the next year, but come up short for the longer haul. And some may already be holding you back.

Who to prune: The people to prune are those who are holding you back and those whose jobs are outgrowing them. If they have what it takes to add strength in another role internally, redeploy them. If not, then help them to move elsewhere so that your organization can be strengthened, and so that they can operate within their zone of competence.

Is it cruel to let someone go who may have worked faithfully, to his/her capacity, but who no longer meets your needs? No, not if he/she is treated fairly. Nor is it a kindness to keep someone in a job for which he/she is a marginal performer and is slipping. People who are in above their head usually know that they are and become preoccupied with their survival. They frequently have lost the respect of their coworkers, and the stress of the situation affects their health. What is kindest is to deal honestly with them about their strengths and opportunities, and help them once again to be in a situation where they are competent, respected, and appreciated.

How is pruning perceived? It depends on how it is communicated and carried out. Employees are pretty perceptive and realistic about who adds value and who doesn't. How pruning is perceived also depends on the organization's culture. Where pruning has met with success employees are viewed as mature adults who are investing part of their life in the organization. Everyone understands that the needs of the organization change over time. Some people will continue to add value longer than others, but eventually everyone will leave. During their stay they will be prized and appreciated for what they contribute. When it comes time to leave they will be treated fairly and given support in making their transition to their next opportunity.

Organizations need to be pruned to enable them to grow and be healthy. Pruning is not whacking away with hedge trimmers. It is examining the structure needed for the future and cutting with care. Pruning, well done, is an art form that yields healthy growth in the right places and shapes the organization for the years to come.

Sincerely,

Ian Jacobsen CMC, FIMC
Coach to Leaders and Teams