Making the human connection your company’s greatest asset requires more than just lip service. A true competitive advantage isn’t created by simply stating that people are your greatest asset. It occurs when you equip people to engage and perform.

Competition is a regular part of the business environment. Whether you run a Fortune 50 company or a small business, it’s likely that someone else makes what you make, sells what you sell or provides similar services.

Slight differentiations separate products and services while overall business structure, framework and equipment are often more similar than unique. What’s more, every organization with enough money or borrowing collateral can acquire the same production equipment or technology. In this environment, distinguishing yourself from the competition is challenging. 

Of course, that doesn’t mean that companies are powerless to distinguish their brand. To separate from the conversation, organizations can invest in their most valuable component – people.

Overcoming Biases: People | Machines

In the digital age, technology often takes precedence over other organizational dynamics.

In reality, every company is composed of four visible elements: culture, process, infrastructure, and people. Ultimately, each of these priorities point to the same conclusion: people are essential to organizational success.

People are the lifeblood of an organization, making talent acquisition and development a critical component of thriving companies. As a former client said, “It is a lot easier to get the best out of people than it is to improve machines. Trained and motivated employees will get your machines to run.”

As leaders, we’re often taught that automation and disassociation make our jobs easier, allowing us to avoid “dealing with people,” while maximizing output. After all, machines never go on strike, ask for raises, become dissatisfied with pay scales or request time off. Their motivation never lags and they never request sick time or form unions.

Consequently, the underlying belief in the efficacy of machines and technologies is pervasive, creating biases that fuel business decisions.

Read the full article published on Thrive Global