Come appraisal time each year, organizations of all shapes and sizes struggle to reconcile rewards / recognition / merit pay with past performance / future potential.
Even those who believe in frequent (continuous) feedback to employees, often find that the recipients are resistant to accept said feedback, since it can affect their performance pay at the end of the year.
Wouldn’t it better to separate feedback and monetary rewards completely?
Wouldn’t it be more effective if feedback was shared (frequently) with those who needed it the most, with the explicit understanding that merit-based monetary rewards will be paid out objectively, and against quantified goals?
A conversation between two characters in an episode of “Blue Bloods” made me think:
Some folks are great at being a Fixer (problem solver)
Others are great at being a Decider (in the face of difficult choices)
But, sometimes, all you can do in a given situation is be a good Wingman.
And, more often than not, those who excel at being a Decider or Fixer, suck at being a Wingman.
Sometimes, it takes more resolve to not do anything, than to do something.
Note to self: Be a better wingman, at least when necessary.
- A home that does not need an aggressive dose of cleaning-up before the guests arrive
- Not just friends that are like family, but family that behaves like good friends do
- Having all that you need and want, but nothing more
- The opportunity to do work that you are passionate about, along with the reward and recognition you truly deserve
- The ability to live in the present, without worrying about what lies ahead
Impossible dreams, or goals worth aspiring for?