Not everyone is suited for my style of Hoffman Laissez Faire. In fact, I would say that less than 10% of an entire population is ready for it. But if I were to pluck 10 people off the street, I could train 5 of them into it with success, giving an approximately 50% interview ratio of developing a person into a gradual acceptance of Hoffman Laissez Faire. CLICK HERE for the foundation definitions to the laissez-faire system. This is important because the only way out of many of the world’s problems is through laissez-faire capitalism and that requires people to function from the front of the train mentality as defined by the Metaphysics of Quality. Essentially what I would look for in those 5 out of 10 people is a light on in the back of their minds to indicate that they resent the Theory X management styles so prevalent these days and are hungry for the ability to shape their own lives through their own ambitions. Those are the types of people I would recruit and train into Hoffman Laissez Faire management.
When it is wondered why large, massive companies can be beaten by small ones it is important to understand the Metaphysics of Quality, as I’ve said many times. CLICK HERE TO REVIEW. Essentially, you have to be a quality person to recognize other quality people. Then you have to trust yourself enough to not feel threatened to give them the right to rule themselves, only providing guidance to keep them on the tracks. But you have to encourage them to function in the scary front part of the train with you instead of in the back where it’s safe—with the other Theory X people. The federal government for instance is extremely Theory X oriented. If people do not comply with the federal government the IRS and other methods are used to force people into submission. This is not good for the national economy and profit-making endeavors. Only true laissez-faire capitalism will work properly for the most people with a trickle down effect from the few competent to the lax second-handers.
As most of the world functions from second-handers—those who live through others for their sustenance both leadership and their followers prefer Theory X as a kind of safe foundation. Those are the back of the train people who are always analyzing the contents of the metaphorical train. They often miss their decision gates because they are in the back of the train as opposed to the front and don’t know to take corrective action until the decision gate has passed. The bigger the company, the bigger their train, and naturally the more people who are Theory X types who are safely in the back of it. To put it more obviously, Hollywood has been making a lot of money for a lot of years. They know what makes movies good and bad—or at least they should. But the big studios still find themselves in a crap shoot with picking box office winners—which is why they are making so many retreads of old movies to keep their numbers up. Collective decision-making does not make “superhuman” leadership decisions. A room full of geniuses will not improve the net results if all those people are in the back of the train instead of the front.
Hoffman Laissez Faire offers a safe seat at the front with the leader who is a visionary. The leader takes the brunt of all the statistical abuse so to keep it off the people following him leaving them to live as freely as possible thus making them immensely productive. The leader’s job in such a case is not only to make decisions quickly at the decision gates, but to fight off the tendency of second-handers from the back of the train into slowing things down so that they can acquire group consensus in decision-making tasks. The leader of Hoffman Laissez Faire keeps the throttle down from the Theory X types in the back of the train by any means possible, so that they cannot threaten the sanctity of those functioning at the front. With the risk and harassment gone, the Hoffman Laissez Faire participants are free to invest of themselves without fear of being plucked dry from second-handers allowing them to directly benefit from their efforts. When this power is unleashed a giant company is no match for a small one, or a group of powerful minds comparable to one unleashed of their social adhesion to the collective. By allowing individuals to invest in the front of the train, everyone on the train benefits even if most of the population is at the back.
To properly accept such a thing it is important to know that the success or failure of the entire endeavor rests on the ability to recruit. The examples I gave of two people I personally admire, Sam Wyche and Claire Lee Chennault were both extremely strong recruiters. Wyche handed the Buccaneers their first Superbowl win by recruiting future Hall of Famers. Other coaches later got the credit, but it was Wyche who scouted and recruited them. The same with the military general Chennault who was head of the AVG Flying Tigers in China—his bounty hunting American volunteers maintained an extraordinary kill ratio through the early part of the war, of which General Stilwell took much of the credit for as a second-hander. Stilwell was the typical Theory X type leader whereas Chennualt was using a very early form of Hoffman Laissez Faire. It takes a good mind to find good people and the battle is won and lost during recruiting. Not everyone is suited for Hoffman Laissez Faire so sorting them out during the recruiting process is the most important part of the task.
That is the reason that governments and people in general are resistant to all forms of laissez-faire, because as second-handers they cannot participate equally with those at the front of the train—from the back. By their natural inclination their desire for the safety at the back of the train makes them unqualified for Hoffman Laissez Faire. As stated, it is the job of a leader at the front to make a safe environment and to encourage risk taking with personal investment. That is how new recruits can be trained to accept such a method. But there will always be at least 50% who are too timid to reside in the front of anything. They are natural followers who will always desire to be at the back of the train of any thought.
Companies or governments who do not understand this dynamic relationship are doomed to failure. They attempt to hide that failure through Theory X behavior, but the productive output cannot be ignored if compared next to the results of Hoffman Laissez Faire. The only way to avoid such a comparison is to hope to suppress the evidence. With Sam Wyche he was fired from several jobs when new team owners were looking for familiar back of the train thinkers conducting themselves as variations of Theory X or Theory Y personalities. The same happened to the great General Chennault. One of the greatest flying aces of World War II was trained under Chennault, Tex Hill. But Chennault was pushed aside by Stilwell and President Truman. Chennault warned the American government of what would happen to China after the war, which of course nobody listened because decisions were being made at the back of the train by Theory X types, and communism swept across the region from Vietnam to Korea dragging America into two more major wars and a PR battle that continues to this very day. Hoffman Laissez Faire prevents such lunacy by not allowing the second handers an equal seat at the table of decision-making creating a climate where only front of the train people are respected for their roles in leadership participation. Those at the back of the train are not ridiculed for their lack of courage, just not allowed to share in the credit with those who put themselves on the cutting edge and took all the chances.
By rewarding the strong and courageous Hoffman Laissez Faire out performs all other forms of management. It may look like a hands off Theory Y approach from those at the back of the train, but it’s actually quite encompassing. But the key to the endeavor is to recruit the right kind of people—in knowing the difference between a second-hander and a potential leader in their own right who desires to be free to live outside the controls of Theory X and invest of themselves for their own benefit.
If the world understood this concept better, they would be more adequately prepared to vote for the correct politicians in their government to think from the front of the train instead of from the back and to utilize laissez-faire leadership styles to unleash the market potential of their countries. With such an understanding laissez-faire capitalism would thrive much better than under the Theory X style of most Washington bureaucrats. Those Theory X types will always be there, and it is up to leaders under the Hoffman Laissez Faire system to keep them from contaminating the efforts of those who are at the front of the train under the understanding of the Metaphysic of Quality. Failure to stop that contamination will prevent the best and brightest of us all from saving everyone else who needs saving. They just won’t admit it until it’s too late. A company cannot be measured as successful by its size alone, but by the quality of its leadership. Governments are the same, there must be good quality people at the front, and those types are only found with proper recruiting. And to find them, it takes one to know one. Second-hander types are not capable of seeing such people. They occasionally get lucky, but they can’t tell one from the other. Under Hoffman Laissez Faire quality people are as easy to see as a blue sky during a mid day of cloudless summer sun. And that is half the battle to achieving infinite levels of needed success.