Lessons from Procter & Gamble – Integrity

 

 

We have written several times about core values of an organization.  Our experience at Procter & Gamble made us believers and we became accustomed to dealing with colleagues with integrity.  Those that didn’t got weeded out quite quickly as they came into the global headquarters.

Here is how integrity was explained at P&G. 

Integrity - We always try to do the right thing.  We are honest and straight-forward with each other.  We operate within the letter and spirit of the law.  We uphold the values and principles of P&G in every action and decision.  We are data-based and intellectually honest in advocating proposals, including recognizing risks.

As we formed Moon & Stars Consulting LLC, all with ex Procter people, we naturally assumed that integrity would be a normal part of our lives together.  Building on it we expected to develop a strong business that would apply that same integrity to our clients for their success too.

One can’t assume integrity in some others no matter what the pedigree.  You have to take the practical steps to confirm it.  You will find that the conclusions are not surprising, but so easy to overlook as you look for the best in people.

1 “Trust everyone but cut the cards.”  This is an old poker message and it means make sure that you keep a personal eye on the finances with regular review.  It isn’t enough to have a summary supplied by one person unchecked.  Go to the source and verify.

2 Never let one person handle the finances alone.  Make certain that there are at least two signatures on the bank accounts.

3 Work together and build together.  If you don’t give lack of integrity a chance to get started you can avoid much trouble later. 

4 If you find lack of integrity, rid the company of it immediately.  It is like a cancer and will spread.

These are simple actions and can avoid a great deal of pain to a company.  Don’t be misled by appearances.

If you need some help on this issue with your company, contact us.  We would be happy to help.

Thanks,

 John

John Maver
Founder and Managing Director of Moon & Stars Consulting
President Maver Management Group
(925) 648-7561
Maver Management

Lessons from Procter & Gamble – Valuing Experience and Expertise

What is the greatest challenge facing executives today?  It isn’t opportunity or drive or brain power.  Today’s executives are faced with more challenges, but less time than ever before.  Most are relatively new to their jobs as the average length of tenure for a CEO is just over two years.  They are being asked to handle issues like the experienced executives of old who have a great deal of expertise. 

      

 

Despite being very smart with boundless energy, the new management can be babes in the senior management ranks.

 

It would seem to make sense that the senior executives and particularly the CEO gets some help, at least in the short term, to do, teach and mentor.  The impact on not just productivity but on the business acceleration can be significant.  This doesn’t have to be a full time hire. Getting an experienced consultant with expertise can be the most cost effective.  Use them to provide the short term boost and then handle the business as before, but with the benefit of the new training.

 

At Procter & Gamble throughout our years, there were many senior managers available to help with a specific need.  They had faced the challenges before and had both the expertise and expertise to guide us.  As a result we didn’t have the struggles learn and understand how to best capitalize on the opportunities.  At Moon & Stars Consulting, we do the same for our clients.

 

Take advantage of the “grey hairs” and benefit from their expertise and expertise.

 

Thanks.

 

John

John Maver
Founder and Managing Director of Moon & Stars Consulting
President Maver Management Group
(925) 648-7561
Maver Management

Lessons from P&G – Favorite places to work

For many years, Procter & Gamble has been one of the favorite places to work.  It was renowned for its training.  The quality of the people and the quality of the CPG brands made it an ideal environment.  Last year world-wide there were more than two million applications for less than one thousand entry positions in Marketing.  Many other CPG companies tried to duplicate the P&G culture, including Clorox an ex-P&G company here in the Bay Area.

There are many CPG companies of varying sizes here in the Bay Area.  However, based on a survey done by “The Business Times” they are not appearing as favored places to work.

Here is the summary of the survey by industry.

The criteria for this survey were:

·       Trust top execs (honest, capable of leading the organization to prosper, integrity in dealing with all stakeholders)

·       Trust other employees (loyalty to each other, camaraderie and teamwork, integrity)

·       Longevity (Employee length of service, invite friends to apply)

·       Satisfaction with what the employee does each day (feeling challenged and engaged, feeling positive about the company and the other employees)

·       Feeling Valued (talents noticed and cultivated, seen as essential contributors)

Having spent several decades at P&G and been at the Executive level and now consulting in the Bay Area, the differences for CPG are obvious.  Most of the larger ranked companies value training and work environment.  They take advantage of senior management and have them serve as teachers and mentors to the more junior managers.  With the significant cost of replacing and recruiting talent, providing this development support is not only prudent but very cost effective.

You may know that P&G has a strong promote from within policy and therefore the impetus was on each layer of management to develop those below them since they will be associated with them and their abilities for years to come.  Their personal performance was going to be influenced by the productivity and expertise of those who report to them.

But in the Bay Area, given the exigencies of business and the heavy workloads being carried by senior management, from where should this expertise come in companies who are not a promote from within?  The obvious answer is to take advantage of either consulting senior executives who have the experience or bring in on a temporary basis retired executives from other companies.  Both are going to have significant cost benefits and higher overall productivity.  

As you can see from the chart, most of the companies are in industries that have strong startup or growth phases.  The founders are in constant contact with the employees. This helps support the favorite company status.  For those other industries like CPG, the message is clear.  If you want the top performers and you want to keep them, provide the mentoring and development support.

Thanks

John 

John Maver
Founder and Managing Director of Moon & Stars Consulting
President Maver Management Group
(925) 648-7561
Maver Management

Lessons from P&G - Integrity

 

We have written several times about core values of an organization.  Our experience at Procter & Gamble made us believers and we became accustomed to dealing with colleagues with integrity.  Those that didn’t got weeded out quite quickly as they came into the global headquarters.

Here is how integrity was explained at P&G. 

Integrity - We always try to do the right thing.  We are honest and straight-forward with each other.  We operate within the letter and spirit of the law.  We uphold the values and principles of P&G in every action and decision.  We are data-based and intellectually honest in advocating proposals, including recognizing risks.

As we formed Moon & Stars Consulting LLC, all with ex Procter people, we naturally assumed that integrity would be a normal part of our lives together.  Building on it we expected to develop a strong business that would apply that same integrity to our clients for their success too.

One can’t assume integrity in some others no matter what the pedigree.  You have to take the practical steps to confirm it.  You will find that the conclusions are not surprising, but so easy to overlook as you look for the best in people.

1 “Trust everyone but cut the cards.”  This is an old poker message and it means make sure that you keep a personal eye on the finances with regular review.  It isn’t enough to have a summary supplied by one person unchecked.  Go to the source and verify.

2  Make certain that there are at least two signatures on the bank accounts.  In small companies, never let one person handle the finances alone. 

3 Work together and build together.  If you don’t give lack of integrity a chance to get started you can avoid much trouble later. 

4 If you find someone who lacks integrity, rid the company of it immediately.  It is like a cancer and will spread.

These are simple actions and can avoid a great deal of pain to a company.  Don’t be misled by appearances.

If you need some help on this issue with your company, contact us.  We would be happy to help.

John

 

John Maver
Founder and Managing Director Moon & Stars Consulting
President Maver Management Group
(925) 648-7561
Maver Management