| Napoleon Bonaparte was quoted as saying, | | | | them back, sometimes taking some of the good |
| "People will fight long and hard for a littlepiece of | | | | ones with them, but theycontinue to grow and |
| colored ribbon." Recognition of a job well-done can | | | | multiply. Pull them out so their bad influence goes |
| create a culture of employeeloyalty, no matter | | | | away! |
| how small the tangible portion is...as long as the | | | | Once that's completed, you now have time to |
| intangible portion isvery meaningful. It's not what | | | | recognize and reward your good performers. |
| you know, it's what you show! | | | | Managers tend to ignore good performers. They |
| Incentives and rewards are great motivators but | | | | fail to realize that if they can make |
| will only create meaningful results if youtruly | | | | thoseemployees 10 percent better, there's a far |
| care--and show it. All too often we do a sales | | | | bigger impact on sales and service--more sothan |
| contest and then either forget about it,are late to | | | | trying to make a below average employee 10 |
| provide the prizes, or complain how much the | | | | percent better. |
| prizes cost the P&L--all thewhile losing sight | | | | Start catching people doing things right--coming in |
| of the top-line benefit it created. How you present | | | | on time and in uniform, for example. |
| the award speaksvolumes. | | | | Thank employees who do follow the rules by |
| Kentucky Fried Chicken's most coveted award in | | | | giving them a "get out of side work free"card or |
| the company is a rubber chickenpresented by | | | | a free meal. You'll send a loud, clear message to |
| CEO David Novak. A chicken! The real value is | | | | those who are late or out ofuniform. If they |
| being recognized in front ofyour peers for your | | | | won't change, change them. Be fair and let them |
| outstanding efforts and results--that's what drives | | | | work somewhere else. |
| loyalty. You cancreate that culture by showing the | | | | Taking this approach will change the culture, |
| top (and improving) performers how much you | | | | quickly, into a positive, upbeat one wherepeople |
| valuetheir input. Think you don't have time to | | | | like to come to work. Funny thing is, the guests |
| work with the good performers? Get rid of | | | | will feel the improvement and feedoff it as well. |
| thebelow average ones! | | | | As Bill Cosby once said, "I don't know the key to |
| Why do "bad" people stay? Because we let them! | | | | success, but the key tofailure is trying to please |
| Get rid of them. They are like weeds--we can cut | | | | everyone. |