A Great Business Philosophy Part 3: Getting “Buy In” From Your Employees

“I find it difficult to find, motivate, and keep good employees. If only I could find people who are as motivated as I am!”

• When you pay people the same amount of money, regardless of their quality of work or level of productivity, you’re trying to run a capitalist business on socialist principles.
• When you overlook slovenliness, negativity, and bad service instead of punishing it, you are encouraging it.
• When you see people creating additional value for your organization without rewarding them in direct proportion to that value, you’re discouraging them.
• When you employ anything that breathes because you’re so desperate for workers, you’re setting yourself up for failure and lowering your standards.
• When you establish ceilings and limitations on earning potential, you lose the cream of the crop.

Successful, profitable businesses prosper by design, not by default. They create a climate of attraction, motivation, stimulation, and reciprocation. This is so unique and hard to find that it will bring you some fantastic people.

How to Get Employees AND Employees who Perform

Before you tell me how hard it is to find people because you live in a booming economy like that of Alberta or British Columbia, let me suggest that, if you pay more than your competition, that fails as an excuse. And before you tell me that you can’t afford to pay significantly more than the competition does, let me assure you that you can accomplish that through the use of Joint Ventures. That’s what my company, DollarMakers, does. But this is not about creating more profit through Joint Ventures; it’s about employees.

For Example…

I once provided some Joint Venture training for an award-winning restaurant. At this restaurant, all the servers had shares in the business and enjoyed a simple profit sharing process as well. Servers were hired and fired by the Servers Committee, and everything was results based. Uniforms, serving times, and menus were determined by the Servers Committee. This was a true capitalist operation, using effective delegation, profit sharing, and common sense. The owner told me, “Robin, I manage by Consequence.” They never had a shortage of job applicants.

The ONLY Way Worth Operating

Pay people in direct proportion to the value they create - measurable, bottom-line profits should determine individual earnings.

• No automatic raises.
• No unions.
• There should be no cap on the earning potential of anyone.
• There should be immediate consequences for overstepping the mark.
• People should be allowed to focus only on their strengths. (Generally, allowing an accountant or a chef into a management position is suicide.)
• Use personality type testing and give everyone a vested interest in the success of the business, while at the same time tying their income and security to the fortunes, good AND bad, of the business. When business goes down, salaries should decrease in direct proportion, depending on individual input and production, which means simply that an employee who produces exceptional profits can experience an income increase while everyone else’s wages decrease. That’s called capitalism.

Here’s my standard “Job Description: “Whatever it takes, 24/7/365, and we share the fortunes, good and bad.” My entire business is made up of multiple, interlinked Joint Ventures. I actually practice what I preach, and it works.

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A Great Business Philosophy Part 3: Getting “Buy In” From Your Employees

About Robin J. Elliott

For more than 20 years, Robin J. Elliott has worked with thousands of businesses in over 49 industries across the United States, Canada, and Africa. He specializes in helping small business entrepreneurs build wealth and gain access to new markets and profit centers through Joint Ventures. Through his Joint venture Seminars across North America he has tought thousands how to create increasing, multiple streams of income without cost or risk and very little time.