1. People
Over
Profit
Based
on
the
book
of
Dale
Partridge
Ricardo
Monagas

2. I
find
it
shocking
how
quickly
we
forget
the
value,
power,
and
importance
of
our
fellow
humans.
Selfishness
shoves
its
neck
into
our
minds
and
we
actually
believe
that
we’re
more
important
than
another.
Dale
Partridge

3. The
7
Key
A<tude
that
boost
Company
Culture,
Performance
&
Profit

4. 1.
Above
the
Standard
CompensaEon
What
would
you
idenFfy
as
your
company’s
most
valued
asset?
The
usual
answers
to
that
quesEon
would
include
product,
brand,
physical
space,
R&D,
etc.
Not
oJen
would
you
hear
(at
least
not
with
sincerity)
that
a
parEcular
business
considers
its
people
to
be
its
most
valuable
pieces.

5. 2.
It’s
About
The
Feeling
•
Empathy
Many
leaders
believe
that
employees’
personal
lives
don’t
maRer,
as
they
have
nothing
to
do
with
work.
Yet
we
know
today
that
employees’
personal
and
professional
lives
do
collide.

6. 2.
It’s
About
The
Feeling
•
Empathy
Empathy
is
confidence.
Empathy
is
humanisEc.
EmpatheEc
managers
disregard
the
tradiEonal
view
of
management
and
want
to
relate
with
employees
to
inspire
and
moEvate.

7.
3.
The
Upside
Of
The
Inside
•
Perks
Employers
want
their
employees
to
have
fun,
which
raises
commitment
and
creaEvity
levels,
but
bosses
also
feel
that
their
companies
get
a
lot
more
out
of
having
game
dens.
As
Jay
Graves,
CTO
of
Double
Encore
explains,
“I
like
these
types
of
things
because
they
bring
people
together
who
might
not
normally
interact
on
a
day-­‐to-­‐day
basis.
Foosball,
darts,
and
video
games
are
games
that
people
play
in
pairs,
teams,
or
groups.
Spending
Fme
together,
both
while
working
and
‘off
the
clock,’
are
key
to
(creaFng)
a
company’s
culture
–
especially
one
that
depends
largely
on
collaboraFve
efforts.”

8.
3.
The
Upside
Of
The
Inside
•
Perks
There
are
countless
small
business
owners
like
myself
that
sacrifice
personal
compensaEon
for
the
sake
of
keeping
their
team
in
place
—
not
having
to
downsize
during
tough
Emes,
not
having
to
reduce
hours.
This
may
not
be
as
cool
as
a
juice
bar
or
foosball
table,
but
it
shows
employees
that
their
CEO
cares
and
values
them.
I
think
that
is
awesome.”
I
have
to
agree.
Dale
Partridge

9.
3.
The
Upside
Of
The
Inside
•
Perks
Change
begins
with
where
you
are,
with
what
you
have,
and
who
you’re
with.
#PeopleOverProfit

10.
4.
Driving
People
•
MoEvaEon
If
your
acEons
inspire
others
to
dream
more,
learn
more,
do
more
and
become
more,
you
are
a
leader.
#PeopleOverProfit

11.
4.
Driving
People
•
MoEvaEon
OrganizaEons
should
focus
on
these
drives
when
managing
their
team
by
creaEng
environments
which
focus
on
our
innate
need
to
direct
our
own
lives
(autonomy),
to
learn
and
create
new
things
(mastery),
and
to
do
beRer
by
ourselves
and
our
world
(purpose).

12.
5.
I
Found
My
People
•
Culture
Customers
will
never
love
a
company
unEl
its
employees
love
it
first.
#PeopleOverProfit

13.
5.
I
Found
My
People
•
Culture
Make
It
Personal
One
of
the
most
important
aspects
of
developing
a
brand
voice
is
to
keep
it
consistently
authenEc.

14.
5.
I
Found
My
People
•
Culture
Find
A
Way
To
Communicate
Your
Vision
CommunicaEon
is
key,
whether
it’s
selling
your
idea
to
investors
or
selling
your
company
culture
to
employees.

15.
5.
I
Found
My
People
•
Culture
Put
People
First
We
need
to
start
treaEng
people
like
human
beings,
not
like
cogs
in
a
producEvity
machine.
Look
at
the
individual
first
and
their
role
second
and
relate
to
employees
on
a
more
human
level.

16.
5.
I
Found
My
People
•
Culture
Be
kind,
for
everyone
you
meet
is
fighEng
a
hard
baRle.
#PeopleOverProfit

17.
5.
I
Found
My
People
•
Culture
Be
kind,
for
everyone
you
meet
is
fighEng
a
hard
baRle.
#PeopleOverProfit

18.
6.
I
Didn’t
See
That
Coming
•
ExpectaEons
Folks
who
know
how
to
manage
expectaEons
are
able
to
more
seamlessly
navigate
the
choppy
waters
of
their
business.
Why?
Because
they
know
how
to
communicate,
organize,
and
direct
conversaEons
around
things
gefng
done.
Follow
these
four
pracEcal
Eps
to
improve
your
own
ability
to
manage
expectaEons.

19.
6.
I
Didn’t
See
That
Coming
•
ExpectaEons
Make
No
AssumpFons
People
oJen
get
into
hot
water
when
they
assume
a
co-­‐worker,
vendor,
or
supervisor
knows
what
they
expect
or
even
what
they’re
talking
about.
My
first
piece
of
advice
is
making
sure
you
get
context.

20.
6.
I
Didn’t
See
That
Coming
•
ExpectaEons
Communicate,
Communicate,
&
Communicate
One
of
the
best
ways
to
manage
expectaEons
is
to
make
sure
you
communicate
with
everyone
on
a
frequent
basis.
In
the
early
stages
of
a
new
project
or
as
a
key
milestone
or
deadline
approaches,
you
may
want
to
even
over-­‐
communicate.

21.
6.
I
Didn’t
See
That
Coming
•
ExpectaEons
Pushing
Back
is
OK
You
have
to
be
comfortable
that
the
expectaEons
are
realisEc
and
achievable.
If
they’re
not,
you
can
–
and
should
–
push
back.
The
key
here
is
pushing
back
in
a
way
that
balances
the
organizaEon’s
needs
and
the
team’s
abiliEes.
Being
open
about
what
can
be
delivered
and
what
the
plan
is
to
bring
in
the
rest
can
go
a
long
way
in
insElling
confidence
and
gefng
the
go-­‐ahead.

22.
6.
I
Didn’t
See
That
Coming
•
ExpectaEons
Don’t
Over-­‐Manage
ExpectaFons
Needs
change.
Markets
evolve.
People
wake
up
in
the
morning
wanEng
something
different
from
the
night
before.
If
you
aRempt
to
anEcipate
all
of
this
you
will
drive
yourself
crazy.

23.
7.
Thanks
For
Saying
That
•
AppreciaEon
OK,
every
single
day
might
be
a
liRle
excessive—
but
making
sure
your
employees
know
how
much
they
mean
to
you
should
be
far
more
frequent
than
a
once-­‐a-­‐year
affair.

24.
Thanks
Ricardo
Monagas
Website
//
ricardomonagas.com
Twi]er
//
@rmmonagas