Entrepreneurs: DEmotivation
by Miki Saxon
Marty Zwilling wrote a great essay detailing exactly what to do to guarantee your team’s DEmotivation.
It’s great because in addition to being oh-so-true it’s tongue-in-cheek sarcastic enough that it might even penetrate the minds of those guilty of what it says.
Zwilling writes for entrepreneurs, but most of the actions he describes apply equally well to any manager at any level, as well as parents and pretty much any human interaction.
Call it universal DEmotivation.
Here are the headings, but you should really read the article to know for sure if you are guilty of some more covert version.
- Be sure your team doesn’t know what is important to you.
- Never explain your actions.
- Hire team members who will follow your instructions.
- Keep people on their toes with a threat of consequences.
- Team meetings are for delivering the latest decisions.
- Agree to milestones and then accelerate them.
- Thank your employees for the little extras.
- Be careful not to get too involved in your employees own goals.
In the decades I worked as a recruiter and those since starting RampUp Solutions I’ve heard these or variations of them listed as reasons people left their company.
Because when you get right down to it, people quit managers, not companies, and that is especially true when a manager is also a founder.
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Flickr image credit: Mitchell Laurren-Ring
