| TREAT EVERYONE FAIRLY—NOT
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| | BUILD TEAMWORK WITH GROUP GOALS &
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| NECESSARILY THE SAME
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| | INCENTIVES
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| One of the areas I think managers often
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| | Just as it's important to tie everyone to
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| make a mistake, is to have a firm set of
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| | your long term goal for the company, it's
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| rules that apply to all equally, at all
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| | also important to tie people to each
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| times. I believe that to optimize an
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| | other. I've seen many cultures which are
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| organization's performance, you must
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| | very collaborative, where everyone is
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| manage people as individuals. Different
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| | pulling in the same direction. There are
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| people respond in a dramatically
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| | organizations which have the greatest
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| different manner to the same stimuli. An
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| | chance of success—the whole ends up
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| employee with one type of personality may
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| | being bigger than the individual parts.
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| respond to an independent assignment with
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| | But all too often, even in early stage
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| pride that you've showed such confidence
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| | tech companies, I see companies where the
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| in them. Their colleague, with a
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| | employees seem to be fighting each other
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| different personality, may treat the same
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| | in an attempt to get ahead. They are
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| assignment as a sign of neglect and lack
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| | expending energy fighting over the
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| of caring about them. Each of these
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| | biggest piece of a still small pie,
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| people may be equally capable, but how
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| | rather than using that same energy to
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| you manage them will greatly affect their
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| | expand the pie for everyone. Cutting
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| ultimate performance. This area is where
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| | everyone in with stock options helps. But
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| managers really earn their money, in my
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| | I also recommend that part of each
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| opinion. Figure out how to get the most
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| | employee's incentive compensation be
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| out of every single employee, while
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| | based upon their internal team reaching
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| maintaining an overall environment that
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| | its objectives—not just the
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| still appears equitable, and fair to
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| | achievement of individual goals. I find
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| everyone as a whole.
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| | this really helps create greater
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| TIE COMPENSATION TO THE LONG TERM SUCCESS
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| | teamwork, and ultimately a higher value
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| OF THE COMPANY
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| | company.
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| I want all of my employees to think like
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| | HOLD EMPLOYEES ACCOUNTABLE—BUT WITH
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| owners. So give everyone stock
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| | COMPASSION
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| options—that's my strong advice. If
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| | Finally, the sum of it all is that I
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| that isn't desirable or practical for
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| | don't recommend a country club
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| some reason, figure out a reasonable
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| | environment, where no one is responsible
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| proxy, to try to get the same results.
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| | for their actions. On the contrary, I
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| Utilize Profit sharing programs based not
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| | recommend that you do your best to
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| only on short term results, but long term
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| | attract high performers, give them the
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| as well. It's important to get everyone
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| | tools to do their jobs, and hold them
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| to share your goal—which is
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| | accountable for their actions. But do it
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| building the long term value of the
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| | with respect, helping them in every way
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| company. If your compensation looks like
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| | that you can. And above all, treat them
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| that of a King, and theirs looks like
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| | with compassion.
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| that of a serf—it won't happen. Cut
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| | That's my take on hiring and retaining
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| everyone in on a piece of the pie, and
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| | employees for high tech
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| your slice will end up much bigger in the
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| | companies—what's yours?
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| end.
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|
