Paying Employees for Their Mind Versus the Position

Organizations have a choice to make with each one of their employees. They can give them a check for their minds or they can give them a check for their bodies. In other words, do they want an employee's opinion and knowledge or would they prefer to have their employees "keep their mouth shut"? Even if the organization might want all of the bright ideas to move to the top they aren't likely to come forth under most management styles.

Through years of traditional management-employee relations we have learned that unless people are in the "in-group" their efforts went unrewarded. People didn't respect the opinions of those underneath them as though they are unworthy and unneeded. The manager takes opinion and advice as though it is a direct challenge to their authority. To lessen this bridge a manager need to come to the understanding that soliciting the opinions of others can be an enhancement to their careers.

It can be an enhancement because such ideas can create efficiency, new ideas, and a more productive environment. In addition, to these obvious benefits soliciting employees opinions can even create additional loyalty among workers. Nothing like recognition and involvement in solving problems creates an invested interest in the organization. Employees want to feel appreciated for their efforts and worthy of involvement.

Employees too must come to a new understanding of management. Managers should be like orchestra coordinators that only enhance the abilities of the musicians. He or she is the conductor that can make each musician play in harmony with others in order to create beautiful pieces of music. Each musician has an important part to play in the building of a masterpiece and without their full effort will distort the whole work.

Companies can pay people for their minds or pay them for their blindness work. Certainly the cost of making someone "shut their mouth" can be much more then binding them to the solution over time. Ignoring employees' opinions and separating them from the solutions of the organization will separate their minds from any thoughts of mental investment in the organization. With no care for the success of their organization they will not have the maturity to manage their own behavior.

Training managers on their ability to listen, couch, counsel, and promote their team members can be well worth the effort. However, the organization must train not only on the benefits of such professional character but also on the power of employee enthusiasm and creativity. Building a learning organization requires careful planning and lots of charismatic enthusiasm.