This supports your wisdom to “encourage everyone toward achieving the same goal using the practice of rewarding for achievement of milestones.”

My question for you and your readers is this: Who has experience with implementing “performance based” compensation plans or “rewarding for achievement” and wishes to share the knowledge? This is especially so in an existing organization where “my annual dependable salary” is the historic norm for all employees.

Warm Regards to all!!

Rick

You know me well enough to know that I am an independent thinker and am not afraid to state an opinion contrary to the person(s) with whom I am talking (or corresponding).

I say that to create some “credibility” in the response I have to your piece in today’s Berkonomics.

As a long-time bank CEO and even longer time banking senior executive who hired and fired staff members for almost 40 years, I can attest to the fact that you are 1,000% correct – fire fast – not last. I have rarely spoken to a manger – who finally got around to terminating someone – who didn’t say to me, “I wish I had done that much, much sooner.”

When someone realizes that an associate is now a liability and no-longer an asset, the company, the other staff members, and the associate themselves will all be much better off if the separation occurs sooner rather than later.

None of us like to terminate people and so we tend to do the human thing – postpone doing that which we don’t like. In this case you are hurting all concerned by waiting and delaying.

You said it best, Dave – “fire fast, not last.”

Don Kasle
Tech Coast Angels