Which is More Important for Managers? The Carrot or The Stick?

Tonight I received a question from a senior executive at one of the world's largest retailers. The company is in trouble both financially and reputation-wise. His question was about something I recently wrote: Employees want to be honored and cherished. But, he wondered, doesn't that just lead to spoiled employees? I suspect other companies are wrestling with this question. In case your's is one, here's my advice to him (and you). Thanks for your note. As with everything in life, balance is essential. Employees want to feel like people, not faceless and replaceable parts. But your read is right; if the carrot is their only motivation tool, managers are reliant on their people to constantly be self-motivated to perform. This is where the danger of mediocrity lurks. The best managers understand the need for the stick too and are not afraid to use it. Letting people go who underperform over the continuous period (say, two quarters), are detrimental to team morale, or otherwise insubordinate, must also happen. In fact, I believe in a public and visible firing when warranted to send a message. This might sound like motherhood and apple pie, but here s the difference between traditional management thinking and what I m really saying to you: the stick should never need to be used. Employees underperform due to a predictable set of circumstances: 1. They were the wrong fit for the job to begin with Therefore their performance will underwhelm and it s just a matter of time before the manager has a decision to make. Either allow mediocrity to continue by keeping them in their position or move the employee. That s on the manager....not the employee. 2. They were treated as employees, not people. Traditionally this wouldn t be a problem, but, frankly, the employment contract between companies and employees has been broken. Actually, obliterated. Time was employees and employers had an implicit contract: you work for us until retirement, and we ll take care of you. Defined benefit programs, defined contribution programs, health care for you and your family, the gold watch and going away party. With the possible exclusion of healthcare, everything else is gone. Expect a person to be an automaton, get a disgruntled employee in return. 3. They want different things and want them faster from the work experience. More and more, employees want a company partner , as opposed to an employer. They want to pad their network; they want to fill out their resume. They are unafraid to switch jobs, quickly, if they don t get what they want. They want the golden Tesla, not the golden watch. They want upward mobility quickly. They desire, if not demand, access to the very top. Some companies are beginning to learn to embrace this transient style of partnership ; the vast majority of others will see top talent go too quickly for their tastes. Those companies and managers who force these transient to stay beyond their wishes will get disgruntled and morale diluting employees; therefore the stick needs to be used. Rather let these people move through your company to their next job. And for goodness sake, stay in touch with them. Engage them as a part of your growing network into other companies just like they are using you. So how does [your company] get around the issue of using the carrot of employee honor without spoiling the lot of employees? By having a strong and true corporate purpose, a mission that engages the people behind the employees, not just the employees. We ll grow five percent won t cut it. We strive to delight our guests and our partners gets us closer to this purpose. Because at the end of the day employees - you and I - are people who want to have a reason (beyond salary) to go to work and put up with all the crap we do daily. The good news for [company X] is that with a new CEO at some point, you can reset the purpose of the company in a way that delights people - including employees . So the carrot reigns supreme, the stick s existence is known but doesn t need to be used if you do all three things above correctly, and positive performance will have a better chance of being rekindled. What do you think? 管理新知 您可能感兴趣的文章 Recruiting Top Talent – you reap what you sow 2011-10-18 老板忙、团队盲、员工茫，你怎么办？

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