Friday, April 18
Individual commitment to a group effort
Individual commitment to a group effort - that is what makes a team work, a company work, a society work, a civilization work.
-- Vince Lombardi
Teams win trophies. But, more importantly, each player gets to wear the championship ring.
-- David Newman
Remember the old saw about "There's no I in TEAM?" Well, that's baloney. The team is made up of 100% I's, and that's the reality that eludes many managers and leaders today.
Division goals, department goals, and company goals are all great. They're the overall report card of "how we're doing." Reach the goals, and every member of the team deserves a reward. No doubt about it.
However, it's also important to balance team rewards (the trophy) with individual recognition and rewards (the rings).
Many, many management and sales executives have left their organizations due to stupidly structured compensation schemes that forget this very basic notion.
Other organizations suffer from a poorly designed reward system that can actually penalize the very behavior that the organization says it wants to encourage. (In a milder scenario, the reward system has unforeseen effects on people's behavior and level of intrinsic motivation.)
-- Vince Lombardi
Teams win trophies. But, more importantly, each player gets to wear the championship ring.
-- David Newman
Remember the old saw about "There's no I in TEAM?" Well, that's baloney. The team is made up of 100% I's, and that's the reality that eludes many managers and leaders today.
Division goals, department goals, and company goals are all great. They're the overall report card of "how we're doing." Reach the goals, and every member of the team deserves a reward. No doubt about it.
However, it's also important to balance team rewards (the trophy) with individual recognition and rewards (the rings).
Many, many management and sales executives have left their organizations due to stupidly structured compensation schemes that forget this very basic notion.
Other organizations suffer from a poorly designed reward system that can actually penalize the very behavior that the organization says it wants to encourage. (In a milder scenario, the reward system has unforeseen effects on people's behavior and level of intrinsic motivation.)
