Follow This Path: How the World's Greatest Organizations Drive Growth by Unleashing Human Potential

by Curt Coffman and Gabriel Gonzalez-Molina

Book Overview

From the coauthor of the bestselling "First Break All the rules" comes a book that teaches business leaders how to best utilize their "human capital" to achieve sustainable growth and profits in an... This description may be from another edition of this product.

• Format: Hardcover
• Language: English
• ISBN: 0446530506
• ISBN13: 9780446530507
• Release Date: October 2002
• Publisher: Warner Books (NY)
• Length: 284 Pages
• Weight: 1.35 lbs.
• Dimensions: 1.1" x 6.3" x 9.3"

Customer Reviews

Manifesto for a Revolution

Review of "Follow This Path"The central thesis of this valuable and highly readable work can be summed up in three words: Feelings drive actions. This book from The Gallup Organization focuses on applying that briefest but most fundamental truth to business success. The authors' conclusion can be simply stated: The feelings of your employees influence the feelings of your customers, and that drives their buying behavior and your profits. It works like this: Understand your employees so that they are assigned to do work for which they're really best suited at the deepest personal level ('cuz they'll do that work better than any other). And treat your employees in ways that encourage them to be fully engaged in their work ('cuz that gets you more loyalty and productivity at no extra cost). And then, in turn, your employees will treat your customers in a way that makes your customers feel good about your company ('cuz that leads them to spend more with your firm for a longer time). And, voila!, your company makes more money with less effort.At this point you might feel compelled to release a loud exclamation of, "Well, duh!" But hold on. The premise of "Follow This Path" seems deceptively simple for two reasons: 1) It contrasts markedly with the "rational" model that still shapes most interactions with both employees and customers in most organizations; and 2) It stands in direct opposition to the assumptions underlying most business initiatives that are supposed to improve quality, productivity, or even customer satisfaction. Most, if not all, of those projects are aimed at mechanistically tweaking operational processes. And they don't positively affect the people on either side of the transaction: employees or customers. And so they have little to no effect on fundamentally improving the business. (But they sure do suck up a lot of time, create many distractions, and generate healthy fees for consultants.)MORE THAN A REHASHWhile tempting, it is misguided to characterize this book as a mere rehash of its predecessors from the Gallup Organization, "First, Break All the Rules" and "Now, Discover Your Strengths." Candidly, when first flipping through the book, "rehash" was my impression, too.However, "Follow This Path" is a significant contribution in its own right. It integrates and extends Gallup's two previous works. This book's insights derive from an expanded data set supplied by Gallup's massive survey-based research, and the book also (as is all the rage in business tomes these days) draws on much of the historical and current research into the origins of behavior from both psychological and biological underpinnings. A smattering of readable anecdotes from real people help to bring the principles to life. (The end notes also are worth reading as the text there is written as a narrative and adds worthwhile insights. In addition, this work contains an appendix of what likely will strike most readers as mind-numbing statistical mumbo-jum

I agree, it's a great book

I really didn't want to like this book. It just sounded too much like some new age, pop psychology dribble on how to feel good. I couldn't have been further from the truth. Although this isn't a great book, it is a very valuable book, not only for the businessman, but for leaders of nonprofits as well. The premise of the book is simple. In an age where prices have been cut to razor thin margins, and businesses have become commodities, the only way to profitably survive is to unleash the human potential among your employees and customers. The authors ask this simple, but profound question: Why would a customer drive past your competition and pay a higher price to purchase your product? The answer: You have an emotionally engaged customer.The authors demonstrate the world's greatest organizations connect with their customers on an emotional level. When this happens customers return because of the way they feel- they become emotional engaged. The businesses manta for the last century has been based on reason- if you build a better mousetrap, offer it at the lowest price, people will buy. Studies have shown that people are more driven by their emotions when it comes to purchase and repurchase than they are by reason. The same holds true for employees. The Gallop organization also has shown that emotionally engaged employees produce more, stay longer, have less accidents, etc. Any problems? Maybe one. When hiring, the authors tell us again and again to commit to talent above education, experience, willingness to work hard, and the usual resume items. Inborn talent produces engaged employees; but what they did not address was the integrity issue. Jack Welch points out that the most dangerous employee is not the rude, insensitive, actively disengaged employee; but the one with the talent who does not hold to the values of the corporation. The actively disengaged employee will hurt the company, and yes, if you have enough of them they will destroy the company, but the real danger lies with talented, engaged employees who love their work but who do not hold to the company's values. These are the ones Welch would immediately get rid of.All in all, it's a valuable book. For a pastor of a small church, or a midlevel manager, the Q-12 (Questions developed by the Gallop organization which identify the conditions of a great work space) are invaluable. By unleashing the human potential in staff, volunteers and members the leader of a nonprofit can build a great organization.

The Road to Be Taken

Coffman and Gonzalez-Molina not only challenge but indeed obliterate much conventional wisdom about organizational growth and individual development. Those inclined to challenge them would be well-advised to consider the basis of their assertions: "Ten million customers and over two hundred thousand managers were surveyed. More than three million employees were interviewed from 1995 through 2001. Additionally, more than two million talent-fit/role-success reviews were tallied. More than 300, 000 business units, in hundreds of organizations worldwide, took part in the study....All major industries, from fast-food chains to physicians' groups, were represented. A wide variety of job types was included, as were all kinds of customers. Industry and organizations of all sizes were integrated....Employees from different types of organizations were measured in terms of their talent, engagement, and outcomes."What about customers? "Similarly, customer data included purchase information: Volume, dollar amounts spent, repurchase intentions and behavior, brand ratings, product evaluations, opinions, and other complementary patterns of attitudes and behavior were all covered in detail." Who wants to step forward to challenge the validity of Coffman and Gonzalez-Molina's assertions? Not I.The subtitle of this book, "How the World's Greatest Organizations Drive Growth by Unleashing Human Potential," is somewhat misleading. In fact, according to Coffman and Gonzalez-Molina, cultures -- not organizations -- unleash human potential which, in turn, drives organizations. More specifically, emotion-driven, highly engaged employees ("associates" at Wal-Mart and J.C. Penney) continuously nourish and thereby sustain profitable relationships with (yes) emotion-driven, highly-engaged customers. Contrary to conventional wisdom, "Superior performance is not the exclusive product of the rational mind. no matter how appealing it is to business to believe this is so. Talent does intelligence one better, because it combines and utilizes the full circuitry (rational and emotional) of the brain's neural connections in the endless pursuit of productive outcome."What about knowledge and skills? Coffman and Gonzalez-Molina duly acknowledge that they are required by quality performance. However, "In essence, talent and engagement are emotionally driven. In tough economic times, talent and emotional engagement are the only natural competitive advantages." Emotional engagement is thus the "fuel" that drives the most productive employees (approximately 20% of any workforce) and the most profitable customers. Coffman and Gonzalez-Molina seem almost surprised by the fact that there is an unlimited supply. "The most amazing thing about it is that it never runs out."The word "path" in this book's title refers to a sequence of "steps" to be taken:1. Acknowledge the role that emotion plays in driving business outcomes.Comment: Keep in mind that emotions can be either positive (e.g. appreciat

Emotional Engagement -that's the fuel for growth!

I work in a very competitive industry, where practically everything has been maximized -but the human factor, employees and profitable relationships with customers. This book has taught me that real and sustainable growth is attainable, without the accounting or false methods that plague companies today.Great job, Gallup!