Somewhere along the march to compliance, someone decided that mandating the specific actions of all managers was the preferred route to protect against a very small proportion who might damage people or performance.

It was never going to work.

And leads to the infantilization of managers, as captured in the common HR resistance to change:

I can’t let managers do that, they don’t know how and will get it wrong

The vast majority of managers are decent human beings who want to see their teams flourish, perform and grow. The vast majority of managers know how to manage better than anyone in HR. The vast majority of managers carry huge organizational tax complying with HR’s impossible premise of mandating the many.

Destruction HR is about demolishing that unnecessary tax burden.



Profitability (or net contribution to profitability) per person:

Profitability = (Revenue – Cost)/ # of people

Anything else is a distraction.



Always worth reading Laurie Reuttimann’s take, like this one on Working from home – another area where muchos destruccion is required.

There was a poll on Twitter just now asking whether dress codes are a good or bad thing.

Dress codes.


Which century do we live in again?


… so destroy anything that displaces/dilutes accountability for an individual and the team in which they work. Some examples:

  • Cascading goals
  • HR-managed performance plans
  • Manager ‘scripts’
  • Compensation calibration
  • HR authorization of job offer salary
  • Finance-controlled budgets
  • Balanced scorecard that doesn’t have individual/team metrics
  • Rolled-up engagement survey data


… in search of THE ANSWER, thinking:

When we understand enough, we’ll act

Someone needs to tell them:

Only by acting will you learn to understand

Could that someone be you?

In some companies, HR write scripts for managers to follow in meetings with their people…

No… Really, they do…