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Entitlement — It Just Ruins Everything

top menu actions menu <link rel="stylesheet" type="text/css" href="css/colapsible/style.css"> StartFragmentEntitlement. An “entitlement” means that I have a right to something. I should get what I’m entitled to. There isn’t anything that I need to do. The problem here though, is that your customers don’t give you any entitlements. We have to earn it, “bring it,” make it happen every single day. So there’s an inherent train wreck here. Your employees expect more money for the same performance (or maybe even less) – and your customers expect the opposite! (more performance for less money.) So you’re stuck in the middle. Disengaged If I’m an entitled employee, there’s no drama, no excitement to what I’m doing at work and what happens as a result. Actions and rewards are disconnected. One doesn’t cause or is not linked to the other. So I’m disengaged. How boring. There’s no life, or unpredictability there. No heroics or use of ones special abilities, gifts, or talents. We want people engaged in the fight, engaged in the mission, purpose, duty, of the company, and to fulfill the promise the company represents for its clients. They need to be part of “living the dream” or the idea that the company embodies. We want people to love their job and their work. But why should I love my job when I’m entitled? My job isn’t a vehicle to a desired end. The result is already mine, so the job and all it entails is a huge inconvenience. Engaged and entitled really are two ends of a continuum. Drains Life The enemy is all that entitlement represents. It drains the very life that your company needs and delivers to its clients. Where there is entitlement, there is no fulfillment. We also want people driving results. Why should I drive anything when I’m already entitled to it? It’s already mine . . . so give it to me! Pay-for-Performance Undercuts Entitlement

Having Gainsharing type pay-for-performance undercuts the conditions that entitlement needs to take root and grow. You have to plan in advance, make it happen, deal with the difficulties and somehow find a way to make the performance happen. (1) Changes with Performance Variable pay fights entitlement, because it changes with performance. If you slack off, the results fade away. You shouldn’t expect anything just because of who you are or greater seniority. And you need to keep making it happen. When you stop “pedaling the bicycle,” you slow down. (2) Understand “What Leads to What” Entitlement takes root when people get things they like (rewards) and don’t clearly see the causal link to what they did to get them. Year-end bonuses often have this problem. That is, people may have received them for years. Over time, people begin to think of the bonus as part of their pay. Th