Celebrate Accomplishments, Not Pay


(Part 5 of 5 on Employee Pay)

Of course, you should pay employees well.  Money may not be a good motivator but it can certainly be a treacherous turn off.  Decades ago, Professor Frederick Herzberg, identified pay as a dissatisfier.  For example:

“Surveys say that pay is not a motivator.  Why are you upset?”

“Because you told me I was a good hand but my merit increase average.”

“I like your product but I can’t join your company.”

“Why not?”

“Your pay scale is about fifteen percent below the market.”

Laszlo Bock, of Google, Inc., agrees that you should pay well but put the focus on celebrating accomplishments.

For example, a supervisor promised her team pizza after work for completing a project.  A superintendent created a watermelon party for achieving a performance metric.

Managers, after a good year, organized a steak dinner for employees.  One manager asked his group if they would like anything special.  “Yes,” said an employee, “we like for the management team to serve the steaks.”  They did.  All had a good time.

The manager of a service department organized a pancake and sausage breakfast for improved customer service scores.  Think celebratory events, concert tickets, VIP parking, free books and seminars, and of course hand written notes.

 

Act as a Catalyst to Motivate Others


“I work hard to motivate my employees,” lamented a manager. “I pay them well, they are trained, and I express my appreciation frequently.”

The manager continued, “I expend a lot of energy pounding the pavement in search of fresh motivational events. We do holiday events, celebration parties, landmark events, hams for the holidays, and end-of-the-year awards.”

Perhaps there is an easier way. Researchers Buckingham and Coffman suggest that managers think “catalyst” as a way to create “ooh” and “ah” performances. From your basic chemistry class, you recall a catalyst is a substance that speeds chemical reactions in other agents.

Actions of catalyst leaders might include asking for opinions, listening, encouraging, energizing, removing obstacles, and ensuring that employees have the tools they need.

Of course, training, recognition and financial rewards are important. However, these tools are ineffective for employees who lack the talent and drive to perform.

Try rolling the cosmetic dice. Find people who want to do what you need and clear the path for them to proceed. As one manager said to a recruit, “If you are looking to me to motivate you, you are probably not the hire I’m looking for.”

The Five Toughest Personnel Decisions


Part 5 of 5

Helen, age 64, has been with the organization 33 years.  For most of those years, Helen’s performance was exceptional. “She lived and breathed the organization,” is the way a previous boss described her.

Helen has recently experienced serious family problems that have affected her health to the point that she is unable to adequately perform her job.  Helen says that she wants to work 10 more months and retire at 65.

The president said, “I’m in a dilemma, I feel sorry for Helen and I’m very grateful for what she has done for us.  Still, I’m not in a position to hire another person.  If Helen stays, others will have to take some of her work.”

“Could Helen take an early retirement?” I asked.

The president reported that he had suggested early retirement but Helen said that she would like to stay on until sixty-five if she could.

I say tell Helen and anyone else that you absolutely will honor her request.  Helen’s thirty-plus years of loyalty and productivity are surely enough to earn her another ten months.

When others complain about having to do part of Helen’s work, listen with empathy.  Smile and say, “I understand and I really appreciate what you are doing to help us out here.”

 

Don’t Be a One-Trick Pony


The president selected Johnathon–a no nonsense, high-performer– to lead a low-morale team that had consistently missed performance objectives.

Johnathon announced to his team, “Your performance disappoints me.  You can do better.  I will change what I need to and I expect you to meet all performance metrics.  I will inspect all activities closely and take quick, corrective actions where needed.”

Employees grumbled, griped and blamed failures on unrealistic expectations, vendor problems, a warehouse fire, and bad weather.

Johnathon, anchored like a rock in a sandstorm, continued pressing.  He made changes, terminated a couple of employees, some quit.  The performance needle began vibrating upward.

After a few months, the president said to the team, “You have performed a turnaround beyond my highest expectations.”

Jonathon impatiently asked for even more from the team.  Turnover became an issue again, excuses emerged, and performance stalled out.  Eventually, the president removed Jonathon.

Johnathon’s methods jerked a group of carless whiners into a high-performing team, but he could not sustain the success.  Effective leaders are not one-trick ponies, they adapt.  Structure often turns bad performance into good, but support and freedom is necessary to sustain high performance.

Avoid an “It’s your turn” Justification for Decisions


Jacqueline cheerfully announced to her team, “Because we’ve had a great year, the company will pay all expenses for me and one of you to attend our national meeting in Orlando.”

After an awkward silence, Helena said, “I’ll go.”  Since Helena was an excellent performer who was respected by all, many nodded their agreement.

After returning from the meeting, Helena held informal luncheons and briefed team members on what she had learned.  Everyone benefited.

The next year, the company offered the same perk.  Jacqueline announced the decision to her team; and after a brief silence, Helena offered, “I don’t mind going again.”

“Thank you for volunteering,” Jacqueline responded.  “The meetings are informative and fun.  Perhaps we should send someone else this time.  Stanford, wouldn’t you like to go to San Diego?”

“Sure,” he replied.

The perk continued as an annual event.  In Year Seven, although he was a marginal performer with a whiney attitude, the department sent Randell.  Why?  Because it was Randell’s turn.

I see too many managers use an “it’s your turn” justification to allocate schedules, trips, accounts, projects, equipment and the like.  While the motive is to be fair, the result is:  stars are overlooked while marginal producers receive unearned rewards.

 

Put Your Employees in a Place Where Their Fire Can Burn


After completing her engineering degree, Margie took a job in an aerospace firm.  Although Margie worked hard, she struggled to complete design assignments.

Margie’s manager lamented, “She is cooperative and smart but I don’t think Margie will be able to do what we need to do.  It breaks my heart but I think we may have to let her go.”

As managers discussed the “Margie issue,” the sales manager offered, “She has a great personality and a good work ethic.  I’d be willing to give her an opportunity with our sales team.”

When approached about the sales option, Margie was devastated.  “I’ve always wanted to be an engineer.  I know nothing about sales.”

However, facing a fork in the road—go sales or go home—Margie opted for the sales experiment.

After extensive training and a few months experience, Margie’s confidence grew.  She soon became a key member of the team.  “I never would have guessed it,” Margie said, “but I really like sales.  I awake every morning energized.”

Humans, like wood, have energy stored within them.  Under the right conditions, wood releases its energy—it burns.  Effective leaders put their employees in a place where their fire can burn.

Do You Create a Jekyll and Hyde Issue at Work?


Lucius said, “My new manager is very friendly.  He’s always asking about my kids and he likes to talk golf.  I thought we had a good relationship.”

Lucius continued, “Yesterday, the boss got upset because he thought I had not done enough to help to a younger employee.  I tried to help the new guy but he ignored my advice.”

To Lucius, the manager was unpredictable because he seemed to turn from “nice guy friend” to “jerk boss.”  Author Bruce Tulgan calls this the “Jekyll and Hyde” problem.

The Jekyll and Hyde issue emerges when managers build relationships based on sharing personal matters at work.  Eventually, a manager will need to have an awkward conversation about a work problem.  Employees are surprised because they see the relationship flipping from boss-friend to corrective-parent.

Managers, Tulgan believes, should save most of their personal talk for after work, social events and other encounters.  At work, the boss’s role is to keep people laser-focused on quality, deadlines, customers, safety.  This requires constant work talk.

Effective leaders strive to create trust and rapport with employees by mature discussions about what is going well and what needs improving.  For most, there would not even be a relationship were no for the work.