Successful leaders understand that inputs matter. Steering clear of the garbage in, garbage out pitfall requires a change in your mindset. When you shortchange your people on the training they need, you’ll find yourself having to waste time and money doing it again later. When your entire focus is on trying to find cheaper average inputs, your final product will always be of poor quality. When you are desperate enough to hire the first applicant simply because he meets the required minimums, you’ll never get off the turnover treadmill. The problem of course with all these approaches is what I said earlier – garbage in, garbage out. The problem with “Garbage in, garbage out”
GARBAGE IN GARBAGE OUT SOFTWARE
New software or processes? Let’s give our people the bare minimum of training and get them back to doing “real work” as soon as possible. Need to cut costs? Let’s find the cheapest material inputs.
/man-taking-out-garbage-145065022-587bdc373df78c17b6577c46.jpg "garbage in garbage out")
Staff shortage? Let’s hire the first warm body that seems to have the required modicum of skills. Whether it’s hiring employees, sourcing out raw materials, or investing in training, I see repeated examples of short-sighted managers focusing only on solving the immediate problem. Except, in recent times, I think we might have forgotten it. I learned this phrase in the context of computers, but it’s a phrase that is just as easily applicable to the world of work.
It was used to express the important concept that incorrect or poor quality input will always produce faulty output. Garbage in, garbage out is a phrase I learned in one of my first-year Computer Science classes, back in my university days.
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