Give Employees A Stake in Company Performance
By Nido Qubein
More than a century ago, Henry Peter Brougham remarked that “Education makes people easy to lead, but difficult to drive; easy to govern, but impossible to enslave.”
His observation is valid in the business world as well as in the political arena, which is why I keep returning to the theme of an educated work force.
Educated employees will work with you, not for you. They will join management in the search for better methods, better ideas and higher profitability. They will become productive action takers, not passive order takers. They will form a partnership with intelligent leadership, but they will not be driven.
If employees are to behave as partners, they must learn to see themselves as part of the organization and not as hirelings who are paid to perform specific tasks.
You can tell whether your employees regard themselves as partners or as hirelings by listening to them talk. Do they refer to the company as “them” or as “us”? If the company is “them,” then management has some challenging tasks ahead of it.
Benevolent company policies alone won’t accomplish this attitudinal change. I’ve known of companies run by generous CEOs who took personal interest in their employees, provided scholarships for their children, helped them with their personal problems and kept people on the payroll long after their productivity stopped keeping pace with their pay.
These CEOs sometimes found that when they asked their employees to make sacrifices to help the company over rough times, the attitude was, “That’s the company’s problem, not ours.”
Employees won’t become partners of management until they perceive the company’s problems as their problems, the company’s challenges as their challenges, and the company’s achievements as their achievements.
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