What do "Tops" want?

  • 15.04.2019

Since free labor arose, people have not ceased to puzzle over the question of the size and types of remuneration for this labor. Of course, this question is not for the owner of the business.

The owner of the company knows (though not always exactly) why he started his business, and he doesn’t need additional motivation. He already does everything possible for the success of the enterprise. As for the hired manager, for him there is no single answer.

Moreover, the seemingly once right answer changes with the development of the manager himself. People who create a system of motivation must very carefully understand what is most important for an employee at this stage of his life and career.

It is obvious that at the first stage the material stimulus is dominant. Later, when the managerial wealth of the manager will pass over a certain “hygienic minimum”, other factors will begin to attract and stimulate him: this may be power as such, fame and publicity, the decision of the super-task, etc.

Alas, in reality, among business owners, it is extremely rare to meet people who are really concerned about finding the “key” to hired specialists. The traditional solution (linking the material remuneration of the top manager to the results of the company, its capitalization, etc.) attracts with its simplicity; almost everyone follows this path. But later, many are surprised to find that a top manager, who was so “honestly and generously motivated”, went into abuse, colluded with contractors or suddenly resigned.

“How ungrateful people are!” The authors of the motivation system will say. How do you want to agree with them! And nothing else to think about. But here we again return to the concept of emotional capital.

Managing emotional capital, including with the help of awards, is almost impossible. There may be local successes on this path, but much more significant failures will inevitably follow them: as soon as people realize that they have been tried to manipulate, they will not slow down to “show their teeth”.

 

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About 20 years ago, the author of the book “The Seven Skills of Highly Effective People”, Stephen Covey, presented his concept of emotional capital. According to it, this capital can be replenished by depositing certain amounts into it, as to a kind of bank account.

“Contribution”, for example, is an honest conversation that the manager should improve in his work before he gets promoted. A "withdrawal from the account" can be considered the promised, but never held increase to the salary.