As an organizational development consultant, my job was to look at a customers business without bias. In conducting an on-site analysis, a part of what you consider is the human assets and how well do they perform as individuals and as a team.
After the analysis, the debriefing with the owners and senior managers was always telling. Many times this lead to interesting conversations. Pointing out which people get things done was many times a surprise. The story would unfold into who did the most or the least work and how can the leaders make sure that all the right work gets done.
The most vocal on the team doesn’t mean they are the ones who always get the most done. Sometimes the success and weight of production of a department were generated by a few people, even though more people were working in it.
In every business, there are the movers and shakers that get things done. Then there are those who watch others move and shake to get things done. A key is to make sure everything got done and by the right people.
Here is another “one-liner” about anybody can do it but nobody does. Enjoy!
This is a story of a company and four people named Everybody, Somebody, Anybody and Nobody.
At this particular company, there was an important job to be done, and Everybody was sure that Somebody would do it.
Anybody could have done it, but Nobody did it.
Somebody got angry about that because it was Everybody’s job.
Everybody thought Anybody could do it
but Nobody realized that Everybody wouldn’t do it.
It ended up that Everybody blamed Somebody when
Nobody did what Anybody could have done.