This is Chapter 3 in our series on Workforce Development. Chapter 1 covered “What Makes People People” – understanding motivation. In Chapter 2 “New Models of Compensation or Pay4Performance” – understanding how to design smart compensation that drives performance. This article focuses on how to Select and Onboard the Best People.
The place to start is radical – look at all employees as members of the sales force. Why? Sales are the only employees in the company that can affect their checks while everybody else is trading time for money. If a well designed sales compensation systems drive more sales, what would happen if people doing the work could affect their checks?
This our final article in the series of Growing Managers. We started with the Discipline of Management, covered Promoting Smart, and the last edition was running a Manager Nursery. We identified the difference between management and leadership, what attributes to look for when promoting, and how to develop from within instead of hiring from the outside. Now the question is – how do I measure performance?
I spent several years running a leadership and management program for supervisors, managers, and executives. The following list is a summation of that experience and growing several companies. Once you have started developing your own talent, here are some rules for leading and managing.
I left corporate consulting many years ago to focus on the engine of the American economy—the small business. The statistic that defined my decision was 90 percent of all new jobs were created by just 5 percent. These companies were very small—under 20 employees—and could overcome the odds to achieve exponential growth. I was hooked; it became my obsession.