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The Business of Getting Down to Business

A business advice column by Dawson Radcliffe


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Dawson Radcliffe is the award-winning author of The Business of Getting Down to Business: An Executive's Guide for Improving All Areas of an Organization, which has spent 16 weeks on the New York Times Bestseller list. A self-made top executive who served as CEO of Trenton Media, Radcliffe currently sits on the board of two Fortune 500 companies. Dawson is a renowned speaker as well, consistently rating among the best and most blunt speakers to audiences he addresses.

 

 

 

 

Happy employees are just too hard to scare

by Dawson Radcliffe

January 31, 2008 | Issue 5-05

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On the subject of employee morale, it’s important to strike a fine balance. Many leadership or organization strategists out there will argue that employees are an organization’s most important asset, and keeping them happy is integral to long-term success.

 

The problem with happy employees is that they are not afraid. An employee you can’t scare is hardly worth what it costs to heat his extra small cubicle to a comfortable 62 degrees. (KEY ADVICE: You should never heat your facilities above 62 degrees. It is wasteful and counterproductive. Keeping employees on the cool side makes them want to move faster on the job and reminds them they are unable to control even something as trivial as the temperature within your organization.)

 

On the other hand, an employee who is too afraid of management does not possess the ideal minimum amount of false security. You want employees to be in that sweet spot of contented uncertainty, where they are motivated enough to show up to work but easily manipulated by rumors of layoffs.

 

Just imagine trying to motivate a worker without using the prospect of job loss! It’s pointless and it’s a poor practice. But, Dawson, what if my employees are already happy and have a sense of job security? Can I correct this?

 

YES. But you must start today. Bold, hasty action is what makes an organization great. Do not discuss it with other managers. Do not schedule any meetings. Do not do an Internet search on instilling fear into employees. Follow these instructions: Walk out of your office right now and fire the first woman you see. Announce the total lack of rationale to everyone around and tell her to be out of the building in five minutes. Random firings work, people. (KEY ADVICE: Never fire a man when implementing this practice. This is your perfect chance to eliminate weak spots in your organization. If you can’t find a woman immediately, look for someone old and give him directions to the front door and a nearby nursing home. I hear they are always looking for afternoon nap specialists there!)

 

Now, be warned, you can’t take your organization to where you want it to be just by this practice alone. You can never turn your business around in one day just by reading one article. The good news is that you can turn it around in one day by reading my entire book, The Business of Getting Down to Business: An executive’s guide for improving all areas of an organization.

 

Until next week, remember, your employees can’t fear ‘The Man’ unless you act like him.

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