All in Organization Development
As I have written before, equity is not about being equal. And as I have covered many, many times before, I am a true proponent of performance-based pay. Call it variable, call it personalized, call it incentive pay. Whatever you call it, I have made the argument that some people should get paid far more than others.
I like envisioning pay transparency using the idea of windows. There is a great reason we created windows many ages ago. They let light in. They allow us to look out. They can be designed to let in the fresh air, and they can provide coverage for those things not meant for the eyes of others.
One takeaway is that people love pizza. Duh! Another is that people like to hear that they are valued. Again, DUH! Lastly, we now know that some people aren’t inspired by $30.
I have seen executives volunteering in the evening or on the weekends at their kid’s football or theater practices, or fundraising events. I have seen these same highly paid leaders unblock a toilet without thinking twice. Some of them would do the same thing at their place of work…most would not. That is the challenge.
I recently attended a compensation conference and there was great speaker, Elizabeth Borges of Github, who covered the topic of pay disparity from new angles. She discussed some of the root causes of gender inequity from the perspective of psychology (among other things.) During the Q&A the audience discussed some of their company’s challenges and successes. It was good to see that many companies were taking active roles in addressing historic inequity, but disappointing that most still had issues with avoiding inequity in the future.
The more useful type of tension can be as magical as the tug of a helium balloon on the string in a child’s hand. It can also be equally difficult to control and similarly capable of escape. It can also be as dynamic as launching from a trampoline. Learning to use it properly takes practice, but the results can be pretty impressive. This is the tension that effectively links pay and performance. It is also the tension that links groups, and entire companies, together into a stronger, more cohesive entity.
Resonating with me so strongly lately is the importance of recognizing, developing and embracing our unique talents – these are in fact our special gifts and we’ve each been given just the right ingredients to do something special. When we blend these ingredients together, a perfect recipe is formed. It is in fact the blend of our gifts that creates dynamic teams, and really just makes the world go ‘round. For this reason, it’s all the more important to embrace our talents and discover how to funnel them into our passion and purpose.
Coaching your employees presents the chance to help others grow in their individual roles and capacities, contribute to the betterment of the individual as a whole, and thereby enrich the organization. However, even leaders with this understanding grapple with how to go about this effectively. To truly maximize the performance of your team, leveraging the right tools will undoubtedly drive development and build the leadership capacity in your organization.