Entitlement nation

DO NOT BE LOOKING FOR A POLITICAL RANT HERE. THIS IS not about either realities or stereotypes (not mutually exclusive, by the way) in social entitlements. Put aside images of folks living on food stamps or doddering codgers collecting Social Security payments and staying alive thanks to Medicare (that might be us).

But after generations of expanding social entitlements, it should
not be surprising that some of the expectations of recipients have
spilled over into the mentalities of otherwise productive communi-
ties. It’s not just a matter of dependence on government programs; it’s
a matter of expectations that are not, and never were, realistic. But
despite their unsustainability, we, as both employees and employers,
The phenomenon is not limited to legions of
workers basking in the warm glow of antiquated
work rules and contractual annual pay increases.
Consider the executive who negotiates like a vet-
eran of Istanbul’s Grand Bazaar for a guaranteed
bonus at year’s end. Bonus? For accomplishing
what, exactly? That’s no bonus; it is merely
slightly deferred compensation.

Problem is that entitlement expectations are a slippery slope all by themselves. They grow, and grow. Then, they morph into “rights” and become amazingly difficult to reverse. The bigger problem is that they sap a company’s earnings and rob owners of the capital needed to continue building and growing. And the entitled have no clue of the damage—both long and short term—they are doing. Or of the limitations that their demands have imposed on their future success and well-being.

THE SUPPLY CHAIN IMPACT

OK, this is a general problem in business at large. What makes it a big deal in our little universe?

What we do, in the complete and complex world of supply chain management, what we decide to do in dealing with change and challenge, and how well we do whatever the job may be … all have profound impacts on the success of products, programs, and the very enterprise itself.

At the risk of offending, we submit that the damage that one slightly subpar accounting clerk can do is generally of little consequence

when contrasted with the supply chain’s ability to wipe out an entire selling season—or put distance between the enterprise and its competitors.

We, more than almost anyone, must get this right.

THE PROGRESSION TO UNDENIED RIGHTS

Some, even many, of today’s brutally abused benefits began humanely and innocently enough as ways to achieve reasonable conditions for workers. Think about the linchpins of how work is defined—the 40-hour week, the eight-hour day, and breaks for meals and refreshment.

Some labor unions, having won on simple human basics, began to believe that their missions, and their members’ rights, were now tied into negotiating wage increases based on tenure; added (or extended) benefits, such as paid vacations; and work rules to limit management of workforce levels by the enterprise.

Among other things, today’s expectations include:

▪ Getting paid based on what one does, rather than on what one accomplishes

▪ Getting paid based on who they are

▪ Getting paid more, year after year, irrespective of performance, economic conditions, financial considerations, and future prospects

▪ Getting promoted based on tenure, time-in-grade, and educational level, rather than on qualifications to lead or manage

▪ Getting more paid vacation time, based on tenure or title

▪ Getting paid, promoted, and recognized for showing up every day

▪ Getting rewarded as usual for failure or subpar outcomes.

Please note that the expectations are universally about “getting” with no reference to “earning” or “achieving” or “accomplishing.” They are all about individual gain, irrespective of enterprise success