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Joe: In the iceberg model from systems thinking, if you notice a pattern of behavior, you dig deeper to see if there is a system of policies, procedures, or organizational structure that promotes that pattern or deeper yet, a mental model that is operationalized or enabled by the structure etc.

Email and meetings could be considered as structural elements, so I'd be wondering what people's belief systems are about how work should get done in the organization, keeping others informed, etc.

I worked in one organization where everyone wanted to be included in every meeting for fear of what others would do to your area if you weren't there to protect yourself. I worked in another where people assumed they would only be invited to a meeting if their presence and contribution was critical. Very different mental models leading to very different patterns of behaviors.

So I agree with you. The right people on the bus are the ones with the right model. That leads to work getting done despite what systems may be present.

A corollary to Collins' bus: If the bus is stuck in a ditch, get off and find a new bus!

If you have a bunch of recurring uselessl meetings on your schedule, stop going to them. What's the worst that could happen? You might get something done.

Agree 100% with everything written here. People really can make or break an organization.

What continues to puzzle me however is even with this recognition, it seems way too many organizations give more lip service to the fact that people are our most valuable resources. Just look around corporate America and see how people are treated. I think Judy Suiter, an expert in human behavior captured my sentiments best when she said the following:

"What is it that so many companies invent millions in buildings and equipment, and yet invest so little in the development of their most important asset--people? It would seem we should take care of the people first and then they will take care of the company."

In fact, back in January, I wrote a piece on this on my blog entitled The Ferrari, The Race, The Pit Stop. You can read it at: http://vinaykumarcoach.blogspot.com/2010/01/ferrari-race-pit-stop.html

Thanks for bringing this very important issue to the forefront. I only wish more organizations would treat people as their most important asset for they truly are.

I don't disagree with your premise at all -- I agree I would much rather have ideal people than ideal systems. But the reason is that ideal people will create the ideal systems. Too often systems are the challenge for people. If we can hire the ideal people and ask them to fix the system or create a new one, then their work becomes yet even more efficient and effective. Stephen Covey says if you do the same thing over and over again, you can not expect different results. I think you have to fix the systems as well as have the ideal people.

I agree with you, Joe. Well said. Good idea to sometimes re-state the obvious since obviously not everyone gets it.

You don't manage systems; you manage people. Systems can always be changed, but people can't. It is always better to have great people and fewer systems.

If a system is being misused, it always is a user error.

Everytime Collins' "right people on the bus" metaphor gets used I am reminded of a comment he gave to the ASAE Foundation task force when we were working on the "7 Measures" project.

Collins remarked that when he coined the phrase, he was working with for profit corporations: the corporation CEO owned the bus and could decide who was on it and who got off.

Associations (with their mix of paid staff and volunteer workforce, and the shared accountability for governance and decision making between hired CEO and elected volunteers) were quite a different situation.

The association CEO didn't own the bus. It was more like public transportation. We had to make do with whoever chose to get on the bus.

Spot on, Joe. It's all about the people!

Thanks for the comments everyone! I wrote this post right before leaving the office for the remainder of the week, so it was great to return today and see such a response.

It's nice to hear that I'm not alone in my perspective on this. I have a follow-up thought and question, though:

It seems that "people are our most important asset" is widely accepted, but when that asset isn't working well, our impulse is to blame the system or tools or try to build new ones. My assumption is that root of this is pretty simple: systems don't have feelings, but people do, so we take the easy way out and avoid firing people or telling them they need to improve.

So what's the fix? Or is there one? It it just a matter of association leaders making the personal commitment to doing a better job of investing in their employees and holding them accountable?