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“I am ultimately responsible for the quality of all teaching in my district. Yet every day, in every classroom, there is a teacher and there are students . . . and the door is shut.”

Gerry C., a superintendent for a large public school district, captures the manager’s challenge perfectly: How can you get people to do what _you want them to do when you are not there to tell them to do it? Gerry knows what all great managers know: As a manager, you might think that you have more control, but you don’t. You actually have less control than the people who report to you. Each individual employee can decide what to do and what not to do. He can decide the hows, the whens, and the with whoms. For good or for ill, he can make things happen. ..more

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Sooner or later every manager is asked the question “Where do I go from here?” The employee wants to grow. He wants to earn more money, to gain more prestige. He is bored, underutilized, deserves more responsibility. Whatever his reasons, the employee wants to move up and wants you to help.

What should you tell him? Should you help him get promoted? Should you tell him to talk to Human Resources? Should you say that all you can do is put in a good word for him? What is the right answer? ..more

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Even if you thoughtfully examine the match between the employee and the role, you’ve still got a problem. No matter what conclusion you come to, the employee will invariably want to move up. The employee will want to be promoted. Every signal sent by the company tells him that higher is better. A larger salary, a more impressive title, more generous stock options, a roomier office with a couch and a coffee table, all this and more awaits the lucky employee on the next rung on the ladder. No wonder he wants to move up. ..more

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These levels of achievement will certainly help redirect an employee’s focus toward becoming world class. However, the manager’s efforts at career redirection will be forever hindered if all of the pay signals are telling the employee to look upward.

Although each of us is motivated by money in different ways, the fact of the matter is that few of us are repelled by money. All of us may not hunger for it, but only a tiny minority of us find money positively distasteful. Therefore the simple truth is that it will be much easier for managers to redirect employees toward alternative career paths if some of those paths involve a raise in pay. ..more

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The conventional career path lacks forgiveness. As the employee climbs from rung to rung, the rungs are burned behind him. If he climbs onto a rung and struggles, he knows that his reputation will suffer and his job will be in jeopardy. There is no turning back. By punishing career missteps so severely, this path discourages everyone from taking bold career steps. In conventional wisdom’s world, taking bold career steps in order to discover a latent talent or to refine an existing one is almost as foolhardy as volunteering to learn the trapeze without a safety net. ..more

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At some point during your performance planning meetings, the employee may want to talk about his career options. He may want to know where you think he should go next. A healthy career discussion rarely happens all at once. Instead it is a product of many different conversations, at many different times. However you choose to handle these conversations—and each will be unique, according to the potential and the performance of the individual employee ..more

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U.S. business spends billions annually to rev up workers. In the travel incentive business alone, there are now thousands of service companies that develop and/or run trips to reward employees, as opposed to a few hundred companies a decade ago.

What methods are most used? How can you choose and implement a motivational program that will match your needs and get results? Matt S. Walton III is a managing principal in Los Angeles for Sibson & Co. Inc. , a management consulting firm based in Princeton, NJ that develops compensation and incentive programs. He describes the most common types of programs and offers insights and guidelines:

• Rewards. Trips, televisions, cash—all can be powerful incentives to pump up performance and boost profits. “Reward programs are especially effective when used with sales and customer service representatives,” says Walton. He cautions that, for the reward to be meaningful, it should relate to specific performance measures established in advance. For example, bank personnel might be offered a reward for getting a certain number of customers to buy a CD within a 30-day period. ..more
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If your company has a formal employee appraisal system, do you feel that:

A high rating will boost an employee’s enthusiasm for the organization?

A satisfactory rating will provide a motivating push for better work?

An unsatisfactory rating will provide a motivating push for better work?

The actual answer to all of the above questions is definitely “no.” Studies show that (perhaps contrary to logic) most employees consider their own work performance to be “above average.” ..more

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An employee says, “I had nothing to do with it. I don’t know anything about it.” However, a reliable source reports that he was the prime instigator.

An employee tells you, “The project is coming along beautifully. No problems.” Your secretary tells you he hasn’t even opened the file yet.

One of your salespeople reports that a potential customer has responded enthusiastically to her sales pitch and “plans to sign a contract very soon.” You happen to run into the potential customer and learn that his response was lukewarm and that he has signed with a competitor.

“Employees attempt to deceive their bosses for several basic reasons,” notes Ronald C. Pilenzo, president and chief operating officer of the Society for Human Resource Management in Alexandria, VA: ..more

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“You’ve been uncooperative, lax and late for work three times in a row. Take tomorrow off—with pay.”

Has this supervisor gone dotty, rewarding poor performance with a day off? What’s going on?

It’s positive discipline at work. The technique, introduced more than 20 years ago by Canadian industrial psychologist John Huberman, has been used at organizations like General Electric, Union Carbide, AT&T, the Texas Department of Mental Health and Mental Retardation, and others. ..more

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Sometimes you elevate a staff member only to discover that the person is not up to snuff. In over his or her head, the newly promoted employee can slow the output of your department, unsettle customer relations, or call your judgment into question.

Letting the employee go may be a quick way of handling the problem and saving face, but it can hurt your standing with the rest of your staff, particularly if the person was a good performer in the past. Here are some alternate strategies:

• Be on the lookout for potential trouble. “During the initial honeymoon period, managers often overlook the person’s shortcomings, but doing so means mistakes can reach even greater proportions before they’re caught,” says Dr. Chester Schriesheim, distinguished professor of management and the Rosa R. and Carlos M. de la Cruz scholar in leadership at the University of Miami School of Business Administration. ..more
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