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Unmotivated employees or unreasonable expectations?

What’s the biggest difference between you and your employees?

Education? Business experience? Personal contacts? The ability to see the “big picture”?

Actually the answer is “none of the above.” The biggest difference between you, the business owner, and your employees is that you own the business. In the long run, if your business is successful, you’ll be more successful than your employees –no matter how dedicated and talented they are. As a result your employees – even your very best employees - expect different things from their jobs and from your company than you do.

That’s a truly important point that Joel Spolsky, host of Joel On Software and co-founder of Fog Creek Software makes in his column, How Hard Could It Be? in the March 2008 issue of Inc magazine. If you have employees – or ever plan to hire employees, take a few minutes to read it. You’ll be a better leader if you do.

Posted by Janet on March 7, 2008 at 12:37 PM | Comments (2)

Comments

Securing yourself against disgruntled or recently let go employees is a major issues for most small/medium sized business owners. Not only do you have to entrust a lot of your business into an employees hand if you are to grow your operations but also potentially confidential company data.

Backing up and recovering that data has to be part of your start up strategy, with email security, firewalls and adequate online storage.

Posted by: InterVision on March 23, 2008 at 8:11 PM

I don’t know if I buy your argument “if your business is successful, you’ll be more successful than your employees –no matter how dedicated and talented they are.” I work at a nonprofit, Winning Workplaces, that evaluates and recognizes small firms across the U.S. each year with the Wall Street Journal, and in reviewing the applications of the 35 finalists and 15 winners in 2007, employees (who we interview as part of due diligence) at truly innovative and progressive companies feel just as successful and empowered as the CEO. Whether its through great, open communication or some kind of buy-in practice, such as open book management (or both), some of the top-performing companies with the most enduring cultures are able to stay that way even as they grow in # staff quickly because everyone has appropriate benchmarks in front of them that, if met, result in personal satisfaction.

So in short, success is in the eye of the beholder.

Posted by: Mark on March 26, 2008 at 3:22 PM

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