The rules of
attraction
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JANUARY 01, 2003 - --
Every combatant in
the War for Talent is by now familiar with the New Economy-style battle plans
for unearthing, signing up and holding onto first-rate people: Pay them scads,
but remember money's not enough. Let 'em wear whatever, whenever! And don't
skimp on those bonuses and stock options! Shower those salesfolk with big
bucks, banquets and top-shelf trips to Tahiti!
O.K., let's take a breath here, shall we? In an effort to rescue the smart
thinking from the cheeseball tactics when it comes to recruiting and
retention, I returned to these wise words from former Citicorp Chairman Walter
Wriston: "Intellectual capital will go where it is wanted, and it will stay
where it is well treated. It cannot be driven; it can only be attracted."
Warriors push and plunder; attractors pull and magnetize. Top-notch people
will be drawn to you because you've shown that you're drawn to them, not
because you've twisted their arms. So if it's talent you yearn for, forget the
battlefield imagery and join ranks with Wriston's camp. Here's how:
Clean up the bathrooms. The quickest route to recruiting oblivion is a lousy
loo. If that room isn't clean as a whistle, if it's charmless and nasty, then
all your fine words about your most important assets are sunk. Lackluster lavs
signify disrespect in a fundamental way. If you value your people, you'll show
it with every flush.
Welcome weirdos. Once, on a flight from Dallas to San Jose, I sat next to a
geeky guy in sweats, mismatched socks and goofy glasses. He was reading The
Bridges of Madison County and he was bound for a series of job interviews. I
don't know who was smart enough to grab him, but I like to think somebody was.
Creativity trumps consistency, so make room for the ones who don't come in
predictable packages.
Get rid of the stuff that sucks. When the chief executive of a little
consulting practice noticed that his revenues had grown to $250,000, he
thought he'd better form a "real" company. So he created a list of stupid
practices he swore never to follow. That list was labeled "Things That Suck,"
and included playing keep-away with the financials, rigid dress codes, sending
only the top sales honchos on exotic trips and traditional performance
reviews. Five years later, sales had topped $3 million and only one employee
had left the company.
Consider your culture. This is not about pricey perks and free chow. More
important than what's on the menu is giving people a chance to grow and a way
to affect where the business goes. If you can create a place that's
consistently engaging and memorable, make someone feel like they're making a
difference, that's the whole enchilada right there.
Think total immersion. Don't think about filling a job slot. Instead, pour
yourself into crafting a cohesive, wall-to-wall experience that employees
can't find anyplace else. Aim to make work so irresistible that it would be
impossible to recruit anybody away.
Let the sunshine in. Dull, dreary workplaces sap enthusiasm and energy from
otherwise spunky folk. Want a lively operation? Guess what: It starts with
you.
--Nancy K. Austin
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Lessons in leadership
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JANUARY
01, 2003 - --
Employees don't leave their
company--they leave their manager. Managers at all levels have immense
influence on the motivation, performance and retention of talented employees.
As a result, managers play a critical role in defining the success of their
company's incentive programs, and can unwittingly hinder it from reaching
optimum results.
Although their primary focus is the management of results through their staff,
most managers are overburdened with administration. Some personally deliver
billable services to customers while others are so focused on the analysis of
numbers that they devote little time to supporting the people who produce the
results.
In order to create a motivational work environment and ensure the success of
their incentive program, managers must re-assess their priorities and focus on
supporting the needs of the individuals in their team. These needs fall into
five broad categories--communication, knowledge, authority, support and
recognition.
When communicating to staff who have been asked to meet extraordinary goals,
managers must clearly articulate the "why" behind the "what," relating
individual/team objectives to the company's vision, to the expectations of the
customer and to the interests of the individual.
Inspiring managers communicate frequently and creatively with their team. They
reference the program's objectives and progress at every opportunity through
all media--online, E-mail, print, phone and face-to-face. In addition, the
motivating manager maintains an ongoing dialogue with his team to obtain
feedback and to anticipate problems that may jeopardize performance.
Great managers know that even a star performer can only accomplish
extraordinary results if they have the technical and product knowledge and
soft-skills to do the job. If the goal of a customer service incentive is to
convert irate customers into happy customers, then conflict resolution is a
training requirement for all service reps.
It is redundant to provide skills to front-line employees without delegating
the authority to use these skills to make decisions that are in the best
interest of the customer. Front-line empowerment not only assures results, it
is the foundation of a motivating work environment.
Delegation of authority does not mean abdication. Perhaps the most important
role of the manager is that of coach. The manager-coach contributes to the
development of goal-oriented strategies and tactics. He continuously observes
his people, provides constructive feedback on progress, and works closely with
his counterparts throughout the company to ensure allies in the departments
that support the achievement of their goals.
And while recognition is the conclusion of every incentive, it should not be
reserved for the winner's podium. The inspiring boss is looking for
opportunities to praise individuals throughout the program. When the final
results are announced, great leaders recognize the contribution of all
individuals who demonstrated improved performance and who, with the
encouragement and support of a motivating manager, will be on the podium the
following year.
--Jill Harrington
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Let loose in Las Vegas
Full story...
JANUARY 01, 2003 - --
Coming off of a great
year, Proforma took the mellow approach when it came to structuring its
"Million Dollar Club" sales incentive, held in Las Vegas last February.
After all, Sin City is a big place with lots to do, and it's easy for
visitors to explore. So rather than impose a strict schedule on the 130
attendees and their guests, Proforma, the Cleveland-based provider of
printing, promotional products, business forms and E-solutions with 600
offices throughout North America and Puerto Rico, left making plans up to
its top performers.
Nixing a run-yourself-ragged itinerary, the company let winners take in the
sights and relax on their own terms. Proforma has exercised this successful
formula before (for a Bahamas cruise in 2001) and is using the strategy for
its next program to Cancun in March.
"Incentive programs used to be fun and games at first, then it turned into
just another convention or meeting. [So] we're going back to the old way,"
says Phil Rigney, the company's chief business development officer, who
helped develop the program. "It was our co-CEOs who said, 'Hey, let's really
have some fun and get to know people. They work hard to reach their goals.
Let's just say thanks for a job well done.' [So] we backed off required
meetings."
The company has taken this tack because not only do the winners enjoy it,
but so do their guests. "It's always top drawer," says Keith Beck, a
franchise owner based in San Francisco. "My wife doesn't like to go to too
many functions, but when it comes to incentive trips, there aren't too many
we miss. They're really nice and relaxing; they really limit work activity.
It's not only thank you for doing business, it's about sitting back and
enjoying your efforts."
The huge turnout in Las Vegas was a record number, indicative of the graphic
communications solutions provider's success last year. More than 40 owners
achieved annual sales exceeding $1 million; five surpassed the $5 million
mark.
Other owners qualified because of their outstanding efforts as development
coaches--volunteers who become mentors or leaders among the Proforma owner
network. The top 10 percent of coaches (40 people) were invited on the trip.
"The goal is to have an increase in the base rate of compensation," Beck
says. "The program was put in place because headquarters understood they
could not meet face to face with new owners when they came on board. You not
only help find staff and recruit franchise owners, but you're also
servicing, supporting and educating.
--Kenneth Hein
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