Finweek English Edition - - MANAGEMENT -

RE­WARDS Most t man­agers don’t have the power to change ge how salaries or bonuses are han­dled at their or­gan­i­sa­tions. If you do, be sure to tie a por­tion of the dis­cre­tionary com­pen­sa­tion pen­sa­tion to team or unit per­for­mance – the big­ger the per­cent­age the bet­ter. But if you u don’t con­trol the purse strings, don’t fret. There are lots of non­mon­e­tary re­wards rds at your dis­posal. “Think be­yond team din­ners and so­cial events. Those are j ust t a bl e s t a k e s , ” s a y s Mank­ins. nk­ins. An­cona has stud­ied ed hos­pi­tals where ad­min­is­tra­tors nis­tra­tors put pic­tures of groups that have e dras­tica l l y low­ered red in­fec­tion rates on prom­i­nent dis­play lay to recog­nise them m for a job well done. . You can also bring­ing ging ev­ery­one to­gether to dis­cuss goals and met­rics. Have them an­swer the ques­tion: What would it take for us to give our­selves elves an A? “Hav­ing this sort of dia­logue e can be mo­ti­va­tional and lays the ground­work nd­work for col­lab­o­ra­tion in an ob­jec­tive way,” he says.

PROGRESS give your team ex­po­sure to se­nior lead­ers. “Teams like to be seen as part of a pro­ject that con­trib­utes at a high level,” An­cona says.


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