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Casual Articles - Rotten to the Core: The Story of How the Best and Brightest can be Ruined
The “Unique Selling Proposition” advertising campaign was developed by Reeves in 1961. Reeves proposed that marketers offer products different from their competitor’ offerings by developing products that have a special formula, design, or feature. The product or service being marketed must be unique and important to the prospect. Finally, the USP can be an overt statement or implied through different marketing mechanisms.This is all wonderful theory but how does one create and apply the USP? Jay Conrad Levinson tells us in his book, “Guerilla Marketing” that the USP must showcase the inherent “drama” of a product or service.Thus, to develop the USP you need to begin to ask questions. Go beyond, “What makes my product or service unique compared to other products or services?”First ask yourself what your product or service has in common with other similar products or services. Let’s consider a mobile cleaning service. Most mobile cleaning serv
• What is the context in which this employee will view this situation?
• How will they view the value of attendance without the incentive?
Sales Slip… An incentive program is put in place to boost poor sales performance. If an employee meets their sales goal, they can receive an incentive of several hundred dollars. Supervisors encourage their reps to do well so that they can be “in the money”. This continues for several months. Employees are now expecting this as part of their income, but due to financial problems with the company, the incentive is discontinued.
• What is the context in which this employee will view this situation?
• How will they view achievement of their sales goals?
Supervisor Motivation… As a super seller, an employee’s consistent performance ensures
CD business card is a relatively new concept. It is basically an electronic version of your business card and can be used for a variety of purposes. There are basically two ways you can get your own CD business card. You can either do it yourself or use CD business card duplication.If you want to leave a lasting impression with your clients or potential customers, a CD business card can go a long way. You can put much more information on a CD than a small business card. You can use images, video to bring across your business offer much better. Most people will throw away business card but will not throw away CD business cards since CD business card have more value than a business card.There are two ways to create CD business card. The first way is to burn the CD yourself. The problem with that it is tedious and time wasting.A much better way is to make use of CD business card duplication services. You only need to create a master copy
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I admit this topic is not the norm when it comes to the subject of employee moral. Usually this type of discussion involves companies that are not in tune with the pulse of their workforce and have severe performance issues that could be further aggravated by either non-existent or poorly functioning incentive programs.
The one thing you will not walk away from at the conclusion is that somehow recognition is wrong, or that employees should not be motivated, and that incentives are no longer a viable factor in performance related issues. However, sometimes while trying to do the right thing excessively well can actually produce the wrong results, for the right reasons.
I believe that the greatest management principle explains that what gets rewarded gets done. If you are not getting the desired result within your organization, ask yourself what behaviors are being rewarded. It’s a very simple, but very powerful question.
I’ve practiced it, trained others on it, and believe it should represent the cornerstone in any improvement initiative. Over past 8 years, I’ve created countless bonus structures, incentive plans, and contests designed to drive sales performance, attendance improvement, attrition reduction, and quality initiatives for entry-level employees all the way up to senior managers. When I say, “I believe in recognition, and incentive programs”, I mean it and have the experience to back it up.
I like to think of incentives and recognition as wonderful little gifts that are awarded to the best and brightest for going above and beyond or for one’s voluntary willingness to perform a potentially undesirable function in attempts to assist the organization. Employees work for their agreed pay rate, and these gifts are sprinkled around to promote an environment of appreciation and good will for a job that is both appreciated and well done.
With all this good will in the air, what seems to be the problem? What happens in the midst of the chaotic business environment is the context of the incentive can become confused. Without context, the meaning and objective is no longer anchored and becomes subject to interpretation. These suggestive interpretations can originate from poor communication, lack of specificity, or failure to maintain the differentiation between job expectations and an incentive or reward. In a worse case environment, context and interpretation loss can create an informal employee contract where performance is no longer contingent on their agreed to wage, but rather on the existence and significance of an incentive.
To help your visualization I’ve included both obvious and subtle situations that can result from interpretation - context loss.
Attendance Trap… To discourage absenteeism an incentive bonus is put in place, as a result employees come to work and have great attendance. Supervisors support this policy by encouraging workers to come to work so they do not miss out on the bonus. The employees continually receive this incentive, but then attendance improves for the organization, and the bonus is dissolved.
• What is the context in which this employee will view this situation?
• How will they view the value of attendance without the incentive?
Sales Slip… An incentive program is put in place to boost poor sales performance. If an employee meets their sales goal, they can receive an incentive of several hundred dollars. Supervisors encourage their reps to do well so that they can be “in the money”. This continues for several months. Employees are now expecting this as part of their income, but due to financial problems with the company, the incentive is discontinued.
• What is the context in which this employee will view this situation?
• How will they view achievement of their sales goals?
Supervisor Motivation… As a super seller, an employee’s consistent performance ensures h
Okay, so you've spent several months shopping around for a business to buy.You have your financing lined up.The numbers look excellent.Everything seems profitable, and everything is perfect.Except for one thing.And that is...unless you've bought a business with a system in place that literally "runs itself" -- whether or not you show up every day -- all you've done is buy yourself a glorified job.A job where you will probably make (if you measure your income per hour) less than most of your employees.A job that will likely cause you an enormous amount of stress, anxiety and pressure every single day of the week -- including weekends.Why do I say this?Because that is what happens many times when someone buys a business without the proper systems already installed.You see, the key to buying a business is making sure you buy one that works on its own, whether you are there or not.I like the way b
I believe that the greatest management principle explains that what gets rewarded gets done. If you are not getting the desired result within your organization, ask yourself what behaviors are being rewarded. It’s a very simple, but very powerful question.
I’ve practiced it, trained others on it, and believe it should represent the cornerstone in any improvement initiative. Over past 8 years, I’ve created countless bonus structures, incentive plans, and contests designed to drive sales performance, attendance improvement, attrition reduction, and quality initiatives for entry-level employees all the way up to senior managers. When I say, “I believe in recognition, and incentive programs”, I mean it and have the experience to back it up.
I like to think of incentives and recognition as wonderful little gifts that are awarded to the best and brightest for going above and beyond or for one’s voluntary willingness to perform a potentially undesirable function in attempts to assist the organization. Employees work for their agreed pay rate, and these gifts are sprinkled around to promote an environment of appreciation and good will for a job that is both appreciated and well done.
With all this good will in the air, what seems to be the problem? What happens in the midst of the chaotic business environment is the context of the incentive can become confused. Without context, the meaning and objective is no longer anchored and becomes subject to interpretation. These suggestive interpretations can originate from poor communication, lack of specificity, or failure to maintain the differentiation between job expectations and an incentive or reward. In a worse case environment, context and interpretation loss can create an informal employee contract where performance is no longer contingent on their agreed to wage, but rather on the existence and significance of an incentive.
To help your visualization I’ve included both obvious and subtle situations that can result from interpretation - context loss.
Attendance Trap… To discourage absenteeism an incentive bonus is put in place, as a result employees come to work and have great attendance. Supervisors support this policy by encouraging workers to come to work so they do not miss out on the bonus. The employees continually receive this incentive, but then attendance improves for the organization, and the bonus is dissolved.
• What is the context in which this employee will view this situation?
• How will they view the value of attendance without the incentive?
Sales Slip… An incentive program is put in place to boost poor sales performance. If an employee meets their sales goal, they can receive an incentive of several hundred dollars. Supervisors encourage their reps to do well so that they can be “in the money”. This continues for several months. Employees are now expecting this as part of their income, but due to financial problems with the company, the incentive is discontinued.
• What is the context in which this employee will view this situation?
• How will they view achievement of their sales goals?
Supervisor Motivation… As a super seller, an employee’s consistent performance ensures
"Let me transfer your call." What goes through your mind when you hear those words? Do you have visions of being placed on hold, waiting for someone else to come on the line, repeating what you just said, and then hearing one more time, "Let me transfer your call?" Feelings of frustration set in and your confidence in the company you dialed begins to diminish. It's a game of musical phones played to a tune that no one enjoys.If you don't like being transferred from person to person over the phone, your customers don't care for it either. There are a number of ways to transfer callers without creating more problems along the way.Listen to the caller's issue. Even if you think you know immediately what people want and who can help them, hear them out. Don't interrupt. You could learn something that will change your mind about how to handle the call.Avoid saying the word "transfer." Tell people that you need to "send" their call to another dep
I like to think of incentives and recognition as wonderful little gifts that are awarded to the best and brightest for going above and beyond or for one’s voluntary willingness to perform a potentially undesirable function in attempts to assist the organization. Employees work for their agreed pay rate, and these gifts are sprinkled around to promote an environment of appreciation and good will for a job that is both appreciated and well done.
With all this good will in the air, what seems to be the problem? What happens in the midst of the chaotic business environment is the context of the incentive can become confused. Without context, the meaning and objective is no longer anchored and becomes subject to interpretation. These suggestive interpretations can originate from poor communication, lack of specificity, or failure to maintain the differentiation between job expectations and an incentive or reward. In a worse case environment, context and interpretation loss can create an informal employee contract where performance is no longer contingent on their agreed to wage, but rather on the existence and significance of an incentive.
To help your visualization I’ve included both obvious and subtle situations that can result from interpretation - context loss.
Attendance Trap… To discourage absenteeism an incentive bonus is put in place, as a result employees come to work and have great attendance. Supervisors support this policy by encouraging workers to come to work so they do not miss out on the bonus. The employees continually receive this incentive, but then attendance improves for the organization, and the bonus is dissolved.
• What is the context in which this employee will view this situation?
• How will they view the value of attendance without the incentive?
Sales Slip… An incentive program is put in place to boost poor sales performance. If an employee meets their sales goal, they can receive an incentive of several hundred dollars. Supervisors encourage their reps to do well so that they can be “in the money”. This continues for several months. Employees are now expecting this as part of their income, but due to financial problems with the company, the incentive is discontinued.
• What is the context in which this employee will view this situation?
• How will they view achievement of their sales goals?
Supervisor Motivation… As a super seller, an employee’s consistent performance ensures
I believe the media and our culture sends the wrong messages about how to manage people and this makes it difficult for Business Owners and Managers.We've all heard the old clich? "nice guys don't finish first" and that has a huge impact on how managers deal with their people. We're led to believe that successful managers are tough, courageous "no nonsense" type of people. And if you're weak or soft with your people, then you'll get walked on and taken advantage of.A manager will often look at "successful" managers in business or sport to try and understand what makes them successful. The media often portrays these people as tough guys who drive their people by the force of their personality, shouts and threats - no wimps allowed.Jack Welch the ex CEO of General Electric writes in his book "jack" - "Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem
To help your visualization I’ve included both obvious and subtle situations that can result from interpretation - context loss.
Attendance Trap… To discourage absenteeism an incentive bonus is put in place, as a result employees come to work and have great attendance. Supervisors support this policy by encouraging workers to come to work so they do not miss out on the bonus. The employees continually receive this incentive, but then attendance improves for the organization, and the bonus is dissolved.
• What is the context in which this employee will view this situation?
• How will they view the value of attendance without the incentive?
Sales Slip… An incentive program is put in place to boost poor sales performance. If an employee meets their sales goal, they can receive an incentive of several hundred dollars. Supervisors encourage their reps to do well so that they can be “in the money”. This continues for several months. Employees are now expecting this as part of their income, but due to financial problems with the company, the incentive is discontinued.
• What is the context in which this employee will view this situation?
• How will they view achievement of their sales goals?
Supervisor Motivation… As a super seller, an employee’s consistent performance ensures
Another morning of job hunting lies ahead of you. You pour a cup of coffee and open the paper to the employment section. With a mixture of anticipation and desperation you pick up a stub of pencil and prepare to target and identify some possible job opportunities.There are less ads to circle this morning and despite the promising words and vague descriptions you have begun to believe that none of these potential employers will seriously consider you. Perhaps they have family or friends or maybe you'll hear once again "I'm afraid you're overqualified for this position".After making a few phone calls you try to get into a positive frame of mind. You head out the door, a folder of resumes in one hand and a list of addresses at the next. You will drop off a few resumes and have plans for an interview this afternoon.Maybe today will be different...Are you or a friend looking for work? Have you heard of acquaintances laid off from long
• What is the context in which this employee will view this situation?
• How will they view the value of attendance without the incentive?
Sales Slip… An incentive program is put in place to boost poor sales performance. If an employee meets their sales goal, they can receive an incentive of several hundred dollars. Supervisors encourage their reps to do well so that they can be “in the money”. This continues for several months. Employees are now expecting this as part of their income, but due to financial problems with the company, the incentive is discontinued.
• What is the context in which this employee will view this situation?
• How will they view achievement of their sales goals?
Supervisor Motivation… As a super seller, an employee’s consistent performance ensures her team is ranked among the best within the company. The employee has an attendance issue, but is solid player when present. The supervisor is lenient on the attendance policy, and chooses not to hold the employee accountable for fear the employee might come to work even less or eventually have her employment terminated due to poor attendance. Instead the supervisor discusses the value of being at work and says that the policy needs to be followed, but in conclusion congratulates her on her success with sales.
• What is the context in which this employee will view this situation?
• How will the supervisor be viewed?
Team Quality… In this situation the associate comes across a rough and abrasive to customers, but his aggressive approach produces high sales numbers. The other team members are aware that his quality is below standard. The supervisor in an attempt to recognize his top-seller presents him with a certificate and $5 gift card in front of the team and shakes his hand for a job well done.
• What is the context in which this employee will view this situation?
• What is the context in which the employee and his team will view quality?
Lack of facts…
An employee has a daily issue with taking excessive breaks. One day, the employee received kudos from a customer for doing a great job handing a tough issue. The manager hears about the compliment but does not know of the problem with the individual’s excessive breaks. The manager in an attempt to recognize good performance makes a generic statement by telling the employee they are doing a great job and to keep it up.
• What is the context this employee will view this situation?
A manager’s error…
A supervisor is continually recognized for strong leadership and decisive action. The manager in an attempt to keep this supervisor motivated continues to praise her excessively at every opportunity. The supervisor receives the employee of the month award and has excellent team statistics. The manager placed this supervisor on a pedestal that was unrealistic and could not be sustained. Soon the supervisor makes an error, and the manager has to coach her for the first time.
• How will this supervisor view her manager situation?
• How will this supervisor view this situation?
Additional tips and areas of caution for the above situations:
• Use specific recognition, as opposed to blanket praise.
• Keep employees grounded by reinforcing the fact that they are paid to do a job, and anything extra is not permanent, and represents a gift from the company.
• Bending the rules or rewarding top employees with un-balanced performance can effectively disgruntle and suppresses your entire middle population.
• Using an incentive in place of a performance management process builds a culture that only performs when rewarded.
• Unrealistic standards only create a higher level for employees to fall from.
As you consider the above scenarios and examine similar situations in your own work setting, dwell on the importance of context, and how it applies. Focus on perception and understand that it is reality. Remember, while trying to do the right thing, you can get the wrong results. Above all, remember to use the greatest management principle as your guide:
What gets rewarded gets done. If you’re not getting the result you are looking for, ask yourself, what’s being rewarded?
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