Finweek English Edition - - MANAGEMENT -

EX­PERTS A few decades ago, com­pa­nies were strug­gling with how to mea­sure and re­ward in­di­vid­ual per­for­mance. But in their quest do so, many over­reached, says Michael Mank­ins, a part­ner at Bain & Com­pany and co-author of De­cide and De­liver: Five Steps to Break­through Per­for­mance in Your Or­ga­ni­za­tion. “The pen­du­lum has swung too far, and now those mea­sures are get­ting in the way of form­ing good teams,” he ex­plains. At the same time, com­pen­sat­ing peo­ple for col­lab­o­ra­tion can be tricky, says Deb­o­rah An­cona, a pro­fes­sor at the Sloan School of Man­age­ment at the Mas­sachusetts In­sti­tute of Tech­nol­ogy and coau­thor of Teams: How to Build Teams That Lead, In­no­vate, and Suc­ceed. “The bound­aries are of­ten blurry and peo­ple work on mul­ti­ple teams at the same time, mak­ing it hard for the man­ager.” Still, both she and Mank­ins agree, it’s worth the ef­fort to get it right. “Re­ward­ing a team dra­mat­i­cally im­proves not only the team per­for­mance but also the in­di­vid­ual’s ex­pe­ri­ence,” says Mank­ins. Here’s how to do it ef­fec­tively.


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