Know Where and How to Improve Results

Recently, I had the opportunity to hear Rudolph Giuliani speak about his experience as the Mayor of New York City during the terrorist attacks on September 11, 2001 and what he has been doing since that time.  I particularly enjoyed hearing about his experience as a mayor and the lessons he learned and now applies them in his life.

Mr. Giuliani spoke about how he was able to reduce the crime rate in New York City.  Mr. Giuliani said, “Tracking and finding the areas that need improvement is the first step.”  He implemented a system for tracking where, what time, and what type of crimes were occurring in the city.  Using this data he was able to identify the areas where more law enforcement was needed and know what time of the day demanded the largest number of law enforcement personnel in the city.    Through having the right number of law enforcement personnel in the right areas, at the right time, he was able to reduce the crime rate in New York City by 60-70%.  New York City is now considered to be one of the safest large cities in the United States.

Mr. Giuliani then spoke about how he was able to decrease the number of people in NYC on welfare.   He began by looking at how the case workers were being compensated for their work.  He found the case workers for many years were being paid according to the number of welfare clients they had.  Therefore, it was more lucrative for the case workers to have people remain on welfare.  He decided to make a change and pay based on the number of jobs the case worker helped find for their welfare clients.  Through this change, in a span of 4 years, the number of people on welfare decreased from 1.1 million to 550,000.  A decrease of 50%!   This improvement in saving the tax payers tens of millions of dollars.

City_New_York_16662218_XSMany times businesses “leave” money on the table because they are working ineffectively, like the New York City was with law enforcement, by not knowing where their people should be and when they should be there.  Often they are scared to make some of the simple changes because they have been working the same way for so long, just like the case workers in NYC who were being paid and incentivized to keep their clients on welfare.   What if your employees tracked the information that made them successful?  What if they not only tracked the information, but understood and used the information as feedback to identify what they could change to be more successful?  What if your employees were compensated, motivated, and/or driven to do those things that would add to the bottom line profits of the business?  What would be the increase in profits?  What would be the decrease in costs and spending?

Bottom Line Leadership is specifically designed to address these questions.  It is created to have immediate and long-term positive influence on the bottom line profits of your business.  It will increase motivation in your employees by helping them answer the question, “What is it that I do, what do I get paid for?”  It will offer the leadership in your organization a better understanding and utilization of key fundamental leadership skills to drive the changes.  This program is a “game changing” business solution and for some companies an overall intervention.  It has been so successful in providing a Return on Investment that it is guaranteed to pay for itself by the time the program is done.  You truly have nothing to lose!

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About the Author

Brian Miyasaki