it was 1994 when our father retired from the family-owned company and back then
the family-owned company and back then
the family-owned company and back then my brother and I were facing a
my brother and I were facing a
my brother and I were facing a succession situation so who should
succession situation so who should
succession situation so who should succeed our Father back then we had
succeed our Father back then we had
succeed our Father back then we had different jobs different positions and
different jobs different positions and
different jobs different positions and we figured that we willing to you a
we figured that we willing to you a
we figured that we willing to you a couple of candidates for the CEO
couple of candidates for the CEO
couple of candidates for the CEO position and when we went through those
position and when we went through those
position and when we went through those interviews we realized very quickly that
interviews we realized very quickly that
interviews we realized very quickly that it’s pretty easy to talk about strategy
it’s pretty easy to talk about strategy
it’s pretty easy to talk about strategy about organization about future
about organization about future
about organization about future investments for the firm what became
investments for the firm what became
investments for the firm what became cumbersome was a discussion about the
cumbersome was a discussion about the
cumbersome was a discussion about the CEOs contract about about his income how
CEOs contract about about his income how
CEOs contract about about his income how do we measure the performance of the
do we measure the performance of the
do we measure the performance of the firm and more importantly how do we
firm and more importantly how do we
firm and more importantly how do we measure the performance of the CEO when
measure the performance of the CEO when
measure the performance of the CEO when shall we pay him bonus and how much
shall we pay him bonus and how much
shall we pay him bonus and how much should we pay so back then actually we
should we pay so back then actually we
should we pay so back then actually we decided that my brother takes over the
decided that my brother takes over the
decided that my brother takes over the CEO position but this situation impacted
CEO position but this situation impacted
CEO position but this situation impacted my life quite a bit
my life quite a bit
my life quite a bit actually it impacted my professional
actually it impacted my professional
actually it impacted my professional life to the extent that I founded my own
life to the extent that I founded my own
life to the extent that I founded my own firm in 2002 fully committed to the
firm in 2002 fully committed to the
firm in 2002 fully committed to the question of leadership and pain let me
question of leadership and pain let me
question of leadership and pain let me start by asking you a question
start by asking you a question
start by asking you a question are you happy with what you earn today
we ask this question to switch
we ask this question to switch population and you wouldn’t believe it
population and you wouldn’t believe it
population and you wouldn’t believe it that 83% 83% of the Swiss population is
that 83% 83% of the Swiss population is
that 83% 83% of the Swiss population is happy or very happy with what they make
happy or very happy with what they make
happy or very happy with what they make at the same time 56% of the population
at the same time 56% of the population
at the same time 56% of the population says we have no clue how the bonus is
says we have no clue how the bonus is
says we have no clue how the bonus is constructed well why is that because
constructed well why is that because
constructed well why is that because it’s too complicated or is it because
it’s too complicated or is it because
it’s too complicated or is it because they are not interested because they
they are not interested because they
they are not interested because they think it doesn’t matter well I don’t
think it doesn’t matter well I don’t
think it doesn’t matter well I don’t think so because 71%
think so because 71%
think so because 71% say that the way companies pay bonuses
say that the way companies pay bonuses
say that the way companies pay bonuses impacts the culture of the firm
impacts the culture of the firm
impacts the culture of the firm significantly it impacts the way people
significantly it impacts the way people
significantly it impacts the way people behave it impacts the level of
behave it impacts the level of
behave it impacts the level of collaboration of cooperation
collaboration of cooperation
collaboration of cooperation dramatically
dramatically
dramatically well I’m often asked whether money is a
well I’m often asked whether money is a
well I’m often asked whether money is a special a good incentive for people to
special a good incentive for people to
special a good incentive for people to go the extra mile work the extra hours
go the extra mile work the extra hours
go the extra mile work the extra hours but you know what empirically you cannot
but you know what empirically you cannot
but you know what empirically you cannot really show that actually for cognitive
really show that actually for cognitive
really show that actually for cognitive challenging jobs money is a real bad
challenging jobs money is a real bad
challenging jobs money is a real bad tool and there’s a broad evidence that
tool and there’s a broad evidence that
tool and there’s a broad evidence that for cognitive challenging jobs money
for cognitive challenging jobs money
for cognitive challenging jobs money actually does not really foster teamwork
actually does not really foster teamwork
actually does not really foster teamwork it doesn’t it actually burdens the
it doesn’t it actually burdens the
it doesn’t it actually burdens the efficiency of the work not for
efficiency of the work not for
efficiency of the work not for repetitive or for cognitive challenging
repetitive or for cognitive challenging
repetitive or for cognitive challenging jobs what we do know for sure also very
jobs what we do know for sure also very
jobs what we do know for sure also very much empirically shown is that human
much empirically shown is that human
much empirically shown is that human beings in general but also employees
beings in general but also employees
beings in general but also employees react to money very sensitively so let’s
react to money very sensitively so let’s
react to money very sensitively so let’s think about this let’s think about how
think about this let’s think about how
think about this let’s think about how to tackle this money question and pay
to tackle this money question and pay
to tackle this money question and pay question in a firm let’s start with the
question in a firm let’s start with the
question in a firm let’s start with the employees first what do employees expect
employees first what do employees expect
employees first what do employees expect the general answer to this question is
the general answer to this question is
the general answer to this question is appreciation right they expect
appreciation right they expect
appreciation right they expect appreciation but how do we deal with
appreciation but how do we deal with
appreciation but how do we deal with appreciation let’s make it more precise
appreciation let’s make it more precise
appreciation let’s make it more precise more tangible appreciation could be
more tangible appreciation could be
more tangible appreciation could be split into three major component number
split into three major component number
split into three major component number one people expect feedback they expect
one people expect feedback they expect
one people expect feedback they expect feedback they need to know where they
feedback they need to know where they
feedback they need to know where they stand where they are what do I good and
stand where they are what do I good and
stand where they are what do I good and how they are compared to others right
how they are compared to others right
how they are compared to others right that’s very important to employees but
that’s very important to employees but
that’s very important to employees but to human beings in general number two of
to human beings in general number two of
to human beings in general number two of appreciation is development people
appreciation is development people
appreciation is development people expect that they are shown the path a
expect that they are shown the path a
expect that they are shown the path a career where can I go from here what is
career where can I go from here what is
career where can I go from here what is my next step that’s something that
my next step that’s something that
my next step that’s something that employers actually owe the employees and
employers actually owe the employees and
employers actually owe the employees and number three the third form appreciation
number three the third form appreciation
number three the third form appreciation and I put it very bluntly it’s money
and I put it very bluntly it’s money
and I put it very bluntly it’s money it’s pay right yes people expect even
it’s pay right yes people expect even
it’s pay right yes people expect even though officially nobody really works
though officially nobody really works
though officially nobody really works for money right but you know in fact
for money right but you know in fact
for money right but you know in fact there is this is a very important form
there is this is a very important form
there is this is a very important form of appreciation
of appreciation
of appreciation the problem is not
the problem is not
the problem is not the companies did not understand or do
the companies did not understand or do
the companies did not understand or do not understand that those three elements
not understand that those three elements
not understand that those three elements of appreciation is very important the
of appreciation is very important the
of appreciation is very important the problem is that the companies over the
problem is that the companies over the
problem is that the companies over the last 20-30 years
last 20-30 years
last 20-30 years established one single process across
established one single process across
established one single process across all three elements of appreciation one
all three elements of appreciation one
all three elements of appreciation one single process that sometimes is called
single process that sometimes is called
single process that sometimes is called performance management process you know
performance management process you know
performance management process you know it could be goal-setting management
it could be goal-setting management
it could be goal-setting management objective whatever the name is
objective whatever the name is
objective whatever the name is establishing a single process throughout
establishing a single process throughout
establishing a single process throughout all three elements of appreciation now
all three elements of appreciation now
all three elements of appreciation now this idea is really flawed because this
this idea is really flawed because this
this idea is really flawed because this idea of a single process is based on
idea of a single process is based on
idea of a single process is based on three myths myth number one everything
three myths myth number one everything
three myths myth number one everything is measurable is that really true can
is measurable is that really true can
is measurable is that really true can you measure an individual’s contribution
you measure an individual’s contribution
you measure an individual’s contribution to the success of a firm or a team
to the success of a firm or a team
to the success of a firm or a team accurately can you do that myth number
accurately can you do that myth number
accurately can you do that myth number two if you can measure it you can rate
two if you can measure it you can rate
two if you can measure it you can rate it and then companies actually ended up
it and then companies actually ended up
it and then companies actually ended up establishing scoring system scoring
establishing scoring system scoring
establishing scoring system scoring systems you know I something between 1 &
systems you know I something between 1 &
systems you know I something between 1 & 5 or 1 & 7 it could be a double a plus
5 or 1 & 7 it could be a double a plus
5 or 1 & 7 it could be a double a plus CC minus whatever there is
CC minus whatever there is
CC minus whatever there is but the scoring system puts one
but the scoring system puts one
but the scoring system puts one individual for one year performance in
individual for one year performance in
individual for one year performance in one single number let’s think about this
one single number let’s think about this
one single number let’s think about this what does it do to people receiving a
what does it do to people receiving a
what does it do to people receiving a number of performance once a year let’s
number of performance once a year let’s
number of performance once a year let’s think about the family father
think about the family father
think about the family father a family father just went through the
a family father just went through the
a family father just went through the rating season and scoring season in this
rating season and scoring season in this
rating season and scoring season in this firm he has his discussion with his boss
firm he has his discussion with his boss
firm he has his discussion with his boss right and then he goes home in the
right and then he goes home in the
right and then he goes home in the evening sits down at the family table
evening sits down at the family table
evening sits down at the family table and then his wife because his wife knows
and then his wife because his wife knows
and then his wife because his wife knows that the scouring season right his wife
that the scouring season right his wife
that the scouring season right his wife asks him so honey what are you and then
asks him so honey what are you and then
asks him so honey what are you and then he goes well I’m a 4.0 and then you know
he goes well I’m a 4.0 and then you know
he goes well I’m a 4.0 and then you know 4.0 between 1 and 5 say 4.0 is pretty
4.0 between 1 and 5 say 4.0 is pretty
4.0 between 1 and 5 say 4.0 is pretty good right 5 is very very good and four
good right 5 is very very good and four
good right 5 is very very good and four points is okay it’s a good performance
points is okay it’s a good performance
points is okay it’s a good performance and then she goes well congratulations
and then she goes well congratulations
and then she goes well congratulations honey and by the way what is you
honey and by the way what is you
honey and by the way what is you colleague David
colleague David
colleague David and then he looks at her and says well
and then he looks at her and says well
and then he looks at her and says well David is a 4.5 and then her her eyes
David is a 4.5 and then her her eyes
David is a 4.5 and then her her eyes start to dark and right and she says how
start to dark and right and she says how
start to dark and right and she says how can he be that David is better than you
can he be that David is better than you
can he be that David is better than you is impossible you worked way more you
is impossible you worked way more you
is impossible you worked way more you were way more creative you put more
were way more creative you put more
were way more creative you put more energy into the firm it’s impossible you
energy into the firm it’s impossible you
energy into the firm it’s impossible you should not accept the score on top of it
should not accept the score on top of it
should not accept the score on top of it the two children sitting at the family
the two children sitting at the family
the two children sitting at the family table listen to the conversation right
table listen to the conversation right
table listen to the conversation right and they learn that apparently the
and they learn that apparently the
and they learn that apparently the father is worse than David so what can
father is worse than David so what can
father is worse than David so what can what can this family father do he has
what can this family father do he has
what can this family father do he has two choices he can either fight it so he
two choices he can either fight it so he
two choices he can either fight it so he can go back to the firm and say I need a
can go back to the firm and say I need a
can go back to the firm and say I need a better score right
better score right
better score right or he can fly to the situation he can
or he can fly to the situation he can
or he can fly to the situation he can look for a different job a different
look for a different job a different
look for a different job a different company because this demotivating effect
company because this demotivating effect
company because this demotivating effect was very well and soon understood by
was very well and soon understood by
was very well and soon understood by managers who distributed scores the
managers who distributed scores the
managers who distributed scores the companies and a lot of firms ended up in
companies and a lot of firms ended up in
companies and a lot of firms ended up in distributing scores which actually
distributing scores which actually
distributing scores which actually converge to all the same everybody gets
converge to all the same everybody gets
converge to all the same everybody gets a four point one four point two
a four point one four point two
a four point one four point two everybody is approximately the same
everybody is approximately the same
everybody is approximately the same right because of this discouragement
right because of this discouragement
right because of this discouragement effect a lot of companies abolish and
effect a lot of companies abolish and
effect a lot of companies abolish and started to abolish those kind of storing
started to abolish those kind of storing
started to abolish those kind of storing systems a large international software
systems a large international software
systems a large international software firm did this a couple of years ago and
firm did this a couple of years ago and
firm did this a couple of years ago and since then you know the employees are
since then you know the employees are
since then you know the employees are much happier as you’re aware a larger
much happier as you’re aware a larger
much happier as you’re aware a larger Swiss bank actually did also abolish the
Swiss bank actually did also abolish the
Swiss bank actually did also abolish the traditional approach and they realized
traditional approach and they realized
traditional approach and they realized that the employee engagement went up 25
that the employee engagement went up 25
that the employee engagement went up 25 percent and very recently also Swiss
percent and very recently also Swiss
percent and very recently also Swiss insurance company announced that they
insurance company announced that they
insurance company announced that they want to change the way and approach of
want to change the way and approach of
want to change the way and approach of pay and performance management system
pay and performance management system
pay and performance management system but how do we deal now with this money
but how do we deal now with this money
but how do we deal now with this money side so myth number one is you can
side so myth number one is you can
side so myth number one is you can measure everything myth number two you
measure everything myth number two you
measure everything myth number two you can raid it establishes score and the
can raid it establishes score and the
can raid it establishes score and the myth number three is actually that then
myth number three is actually that then
myth number three is actually that then it even becomes better with money so
it even becomes better with money so
it even becomes better with money so this idea makes the situation even worse
this idea makes the situation even worse
this idea makes the situation even worse now the family father not only has a 4.0
now the family father not only has a 4.0
now the family father not only has a 4.0 but he also carries less money
but he also carries less money
but he also carries less money home so how do we deal with that what’s
home so how do we deal with that what’s
home so how do we deal with that what’s the solution some people say that well
the solution some people say that well
the solution some people say that well let’s abolish bonus payments right let’s
let’s abolish bonus payments right let’s
let’s abolish bonus payments right let’s abolish bonus payment and establish
abolish bonus payment and establish
abolish bonus payment and establish fixed pay scheme and they say fix pay
fixed pay scheme and they say fix pay
fixed pay scheme and they say fix pay adjusted on a year by year basis
adjusted on a year by year basis
adjusted on a year by year basis adjusted upwards or downwards let’s
adjusted upwards or downwards let’s
adjusted upwards or downwards let’s think about this because the key problem
think about this because the key problem
think about this because the key problem is on what grounds do you just fix pay
is on what grounds do you just fix pay
is on what grounds do you just fix pay right what is it exactly criteria wise
right what is it exactly criteria wise
right what is it exactly criteria wise that you use to adjust it and secondly
that you use to adjust it and secondly
that you use to adjust it and secondly have you ever seen a lot of fixed pay
have you ever seen a lot of fixed pay
have you ever seen a lot of fixed pay going downwards on a year-by-year basis
going downwards on a year-by-year basis
going downwards on a year-by-year basis well I didn’t
well I didn’t
well I didn’t so in general fixed pay regimes actually
so in general fixed pay regimes actually
so in general fixed pay regimes actually burdened the situation of the firm they
burdened the situation of the firm they
burdened the situation of the firm they make the cost structure more risky and
make the cost structure more risky and
make the cost structure more risky and it’s not a real solution
it’s not a real solution
it’s not a real solution what I propose as a solution is that you
what I propose as a solution is that you
what I propose as a solution is that you separate leadership from pain separating
separate leadership from pain separating
separate leadership from pain separating leadership from pain means that you keep
leadership from pain means that you keep
leadership from pain means that you keep the feedback development side and
the feedback development side and
the feedback development side and hopefully without an overall score yes
hopefully without an overall score yes
hopefully without an overall score yes people want to be led want to have goals
people want to be led want to have goals
people want to be led want to have goals they want to follow through on something
they want to follow through on something
they want to follow through on something and a target but you needed to separate
and a target but you needed to separate
and a target but you needed to separate it from the pay question in order to do
it from the pay question in order to do
it from the pay question in order to do that you need a mindset shift a mindset
that you need a mindset shift a mindset
that you need a mindset shift a mindset shift going from bonus plan to success
shift going from bonus plan to success
shift going from bonus plan to success sharing let me talk about success
sharing let me talk about success
sharing let me talk about success sharing a little bit success sharing
sharing a little bit success sharing
sharing a little bit success sharing does not mean that everybody gets the
does not mean that everybody gets the
does not mean that everybody gets the same now that would not be the purpose
same now that would not be the purpose
same now that would not be the purpose success sharing means that you need to
success sharing means that you need to
success sharing means that you need to carefully think about where you measure
carefully think about where you measure
carefully think about where you measure how you measure and who gets how much of
how you measure and who gets how much of
how you measure and who gets how much of the success so where you measure success
the success so where you measure success
the success so where you measure success right for smaller firms and mid-sized
right for smaller firms and mid-sized
right for smaller firms and mid-sized firms it’s actually possible to do it on
firms it’s actually possible to do it on
firms it’s actually possible to do it on a total firm level but when it comes to
a total firm level but when it comes to
a total firm level but when it comes to different business models or when it
different business models or when it
different business models or when it comes to larger firms right you need to
comes to larger firms right you need to
comes to larger firms right you need to carefully consider where you measure
carefully consider where you measure
carefully consider where you measure success is it is it a country a
success is it is it a country a
success is it is it a country a department the division is it on team
department the division is it on team
department the division is it on team level but never on the individual level
level but never on the individual level
level but never on the individual level how you measure success is actually a
how you measure success is actually a
how you measure success is actually a very critical question for the future of
very critical question for the future of
very critical question for the future of a firm I carefully use the word success
a firm I carefully use the word success
a firm I carefully use the word success and not profit because often companies
and not profit because often companies
and not profit because often companies go out and do some profit sharing
go out and do some profit sharing
go out and do some profit sharing whatever plans but you know the profit
whatever plans but you know the profit
whatever plans but you know the profit in itself is a very cold number coming
in itself is a very cold number coming
in itself is a very cold number coming from the balance sheet in order to make
from the balance sheet in order to make
from the balance sheet in order to make the profit as
the profit as
the profit as success you need to ask a specific
success you need to ask a specific
success you need to ask a specific question namely what’s the quality of
question namely what’s the quality of
question namely what’s the quality of the profit how do our customers doing
the profit how do our customers doing
the profit how do our customers doing how sustainable are we really how future
how sustainable are we really how future
how sustainable are we really how future oriented is our development and research
oriented is our development and research
oriented is our development and research program etc etc which actually are
program etc etc which actually are
program etc etc which actually are important in order to make it a success
important in order to make it a success
important in order to make it a success and then you need to ask the question
and then you need to ask the question
and then you need to ask the question who gets how much from this success
who gets how much from this success
who gets how much from this success right and here if a broad range of
right and here if a broad range of
right and here if a broad range of possibilities you can take somebody’s
possibilities you can take somebody’s
possibilities you can take somebody’s role function functional levels you know
role function functional levels you know
role function functional levels you know titles base salaries whatever there is
titles base salaries whatever there is
titles base salaries whatever there is but never go back to the individual
but never go back to the individual
but never go back to the individual performance of the last year what does
performance of the last year what does
performance of the last year what does it do really when you change from bonus
it do really when you change from bonus
it do really when you change from bonus scheme to success sharing first of all a
scheme to success sharing first of all a
scheme to success sharing first of all a culture of trust is established a more
culture of trust is established a more
culture of trust is established a more honest feedback will be given upward and
honest feedback will be given upward and
honest feedback will be given upward and downward suddenly the managers and the
downward suddenly the managers and the
downward suddenly the managers and the bosses are able to give true feedback to
bosses are able to give true feedback to
bosses are able to give true feedback to say okay here’s where you need to grow
say okay here’s where you need to grow
say okay here’s where you need to grow this is where you need to improve and
this is where you need to improve and
this is where you need to improve and also the employee has more courage to
also the employee has more courage to
also the employee has more courage to say you know I would like to do this and
say you know I would like to do this and
say you know I would like to do this and that you know and bring it in and with
that you know and bring it in and with
that you know and bring it in and with that that’s the most important aspect
that that’s the most important aspect
that that’s the most important aspect which is super important for these days
which is super important for these days
which is super important for these days is you make the culture a trustful
is you make the culture a trustful
is you make the culture a trustful culture but you make the culture more
culture but you make the culture more
culture but you make the culture more agile culture suddenly for the employees
agile culture suddenly for the employees
agile culture suddenly for the employees it’s worthwhile do a go beyond that task
it’s worthwhile do a go beyond that task
it’s worthwhile do a go beyond that task list right to go beyond their individual
list right to go beyond their individual
list right to go beyond their individual goals of a specific year because now
goals of a specific year because now
goals of a specific year because now those goals are not burdened with a
those goals are not burdened with a
those goals are not burdened with a score or some money let’s also think
score or some money let’s also think
score or some money let’s also think about some practical aspects of our
about some practical aspects of our
about some practical aspects of our success sharing you know companies
success sharing you know companies
success sharing you know companies moving in this direction they’re they’re
moving in this direction they’re they’re
moving in this direction they’re they’re actually some too typical reactions to
actually some too typical reactions to
actually some too typical reactions to that you know managers ask the question
that you know managers ask the question
that you know managers ask the question how do we deal with freeriders you know
how do we deal with freeriders you know
how do we deal with freeriders you know freeriders are the ones who work less
freeriders are the ones who work less
freeriders are the ones who work less and get the same type of thing right and
and get the same type of thing right and
and get the same type of thing right and the answer is well it’s a leadership
the answer is well it’s a leadership
the answer is well it’s a leadership problem right you cannot delegate
problem right you cannot delegate
problem right you cannot delegate leadership into bonus plan to pinpoint
leadership into bonus plan to pinpoint
leadership into bonus plan to pinpoint and isolate and identify three writers
and isolate and identify three writers
and isolate and identify three writers and very honestly when I talk to
and very honestly when I talk to
and very honestly when I talk to leadership people and managers they know
leadership people and managers they know
leadership people and managers they know exactly where the good and the bad
exactly where the good and the bad
exactly where the good and the bad people are within the team they know
people are within the team they know
people are within the team they know they don’t need a lot of forms and
they don’t need a lot of forms and
they don’t need a lot of forms and performance management order to identify
performance management order to identify
performance management order to identify freeriders
freeriders
freeriders what do we do with our performance well
what do we do with our performance well
what do we do with our performance well that’s a tricky question right you
that’s a tricky question right you
that’s a tricky question right you identify those and you realize that you
identify those and you realize that you
identify those and you realize that you know you need to do something in order
know you need to do something in order
know you need to do something in order for them to stay what can you do I mean
for them to stay what can you do I mean
for them to stay what can you do I mean a normal reaction is that well let’s
a normal reaction is that well let’s
a normal reaction is that well let’s let’s pay some special bonuses let’s
let’s pay some special bonuses let’s
let’s pay some special bonuses let’s open the money box all right but if you
open the money box all right but if you
open the money box all right but if you do that what happens is in six months or
do that what happens is in six months or
do that what happens is in six months or 12 months time you can be sure that
12 months time you can be sure that
12 months time you can be sure that somebody else is coming back to you and
somebody else is coming back to you and
somebody else is coming back to you and say what do I need to do in order to get
say what do I need to do in order to get
say what do I need to do in order to get the money box so then you defeat the
the money box so then you defeat the
the money box so then you defeat the purpose again
purpose again
purpose again so either you know dealing with our
so either you know dealing with our
so either you know dealing with our performance means that you need
performance means that you need
performance means that you need different ways promotions other ways on
different ways promotions other ways on
different ways promotions other ways on the leadership side to make people happy
the leadership side to make people happy
the leadership side to make people happy and stay within the firm then let’s
and stay within the firm then let’s
and stay within the firm then let’s think about what employees can do if you
think about what employees can do if you
think about what employees can do if you interview for a new job you know when
interview for a new job you know when
interview for a new job you know when you go through in twos or you want to
you go through in twos or you want to
you go through in twos or you want to test a new company often in interviews
test a new company often in interviews
test a new company often in interviews you ask the question you know how is
you ask the question you know how is
you ask the question you know how is your culture and the typical answer
your culture and the typical answer
your culture and the typical answer firms is we are very collaborative
firms is we are very collaborative
firms is we are very collaborative culture we have a we have a trust
culture we have a we have a trust
culture we have a we have a trust culture we have a teamwork everybody
culture we have a teamwork everybody
culture we have a teamwork everybody counts you need to think in our firm you
counts you need to think in our firm you
counts you need to think in our firm you know we appreciate your feedback your
know we appreciate your feedback your
know we appreciate your feedback your creativity those are things that are
creativity those are things that are
creativity those are things that are said but is that really true what can
said but is that really true what can
said but is that really true what can you do as an employee when you interview
you do as an employee when you interview
you do as an employee when you interview for new job I usually recommend
for new job I usually recommend
for new job I usually recommend something silly which means follow the
something silly which means follow the
something silly which means follow the money following the money has to ask a
money following the money has to ask a
money following the money has to ask a question like you know when do I earn
question like you know when do I earn
question like you know when do I earn more when do I earn less and when you
more when do I earn less and when you
more when do I earn less and when you then listen carefully to what you know
then listen carefully to what you know
then listen carefully to what you know this company explains to you you hear
this company explains to you you hear
this company explains to you you hear very good whether there is a scoring
very good whether there is a scoring
very good whether there is a scoring what kind of system is behind it and
what kind of system is behind it and
what kind of system is behind it and suddenly you realize perhaps what kind
suddenly you realize perhaps what kind
suddenly you realize perhaps what kind of culture it is so you can make a
of culture it is so you can make a
of culture it is so you can make a conscious a more evident decision about
conscious a more evident decision about
conscious a more evident decision about which company want to join what kind of
which company want to join what kind of
which company want to join what kind of culture you want to join when you think
culture you want to join when you think
culture you want to join when you think about these days and you think about the
about these days and you think about the
about these days and you think about the importance of people in every firm all
importance of people in every firm all
importance of people in every firm all the days but especially in these days
the days but especially in these days
the days but especially in these days when it comes to dynamic dynamics of
when it comes to dynamic dynamics of
when it comes to dynamic dynamics of this world and the requirement of having
this world and the requirement of having
this world and the requirement of having a very agile organization agile people
a very agile organization agile people
a very agile organization agile people having the courage to speak up having a
having the courage to speak up having a
having the courage to speak up having a culture of cooperation a culture of
culture of cooperation a culture of
culture of cooperation a culture of trust
trust
trust this is a very important aspect how you
this is a very important aspect how you
this is a very important aspect how you pay people because the culture in itself
pay people because the culture in itself
pay people because the culture in itself is the key to make a company successful
is the key to make a company successful
is the key to make a company successful in the future or as mr. Peter Drucker
in the future or as mr. Peter Drucker
in the future or as mr. Peter Drucker put it once culture eats strategy for
put it once culture eats strategy for
put it once culture eats strategy for breakfast and you may add at this point
breakfast and you may add at this point
breakfast and you may add at this point ill-designed incentives eat culture for
ill-designed incentives eat culture for
ill-designed incentives eat culture for lunch thank you very much
lunch thank you very much
lunch thank you very much [Applause]
[Applause]
[Applause] [Music]
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