Comments on: How Do 63% of Companies Without a Flex Strategy Survive? http://worklifefit.com/blog/2007/12/how-do-63-of-companies-without-a-flex-strategy-survive/ Fit, Not Balance. Tue, 03 Apr 2012 21:22:23 +0000 hourly 1 http://wordpress.org/?v=3.0.2 By: Chris Blanchard http://worklifefit.com/blog/2007/12/how-do-63-of-companies-without-a-flex-strategy-survive/comment-page-1/#comment-11420 Chris Blanchard Thu, 13 Dec 2007 22:34:48 +0000 http://worklifefit.com/blog/2007/12/12/how-do-63-of-companies-without-a-flex-strategy-survive/#comment-11420 Amen, amen, and amen!!! I don't know how many times I can say that - I wish I could say it in different languages. This is one of the top 3-4 policy issues in the U.S., I think. Dear work world, if you want "A" players to stay, you better figure out how to make it worth their while. I am actively involved with three start-up companies in my city (none of which I ever intend to run), am active in the arts, and maintain my professional credentials (which involves research and publishing). And none of that thrills my employer, and that's too bad. The value that I can deliver in my current position is far greater than what my organization could afford/attract, so the trade-off of flexibility for performance seems obvious. But we have a big failure of metrics in the workplace, i.e., if the metric you use to determine success in a position = "butt in seat" then Houston, we have a problem. If I can produce innovations and efficiencies that you would normally not achieve (and can'f otherwise afford), and can do it in 6 hours a day, why do you care what I do with the other two? Amen, amen, and amen!!! I don’t know how many times I can say that – I wish I could say it in different languages. This is one of the top 3-4 policy issues in the U.S., I think. Dear work world, if you want “A” players to stay, you better figure out how to make it worth their while.

I am actively involved with three start-up companies in my city (none of which I ever intend to run), am active in the arts, and maintain my professional credentials (which involves research and publishing). And none of that thrills my employer, and that’s too bad.

The value that I can deliver in my current position is far greater than what my organization could afford/attract, so the trade-off of flexibility for performance seems obvious. But we have a big failure of metrics in the workplace, i.e., if the metric you use to determine success in a position = “butt in seat” then Houston, we have a problem. If I can produce innovations and efficiencies that you would normally not achieve (and can’f otherwise afford), and can do it in 6 hours a day, why do you care what I do with the other two?

]]>