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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.