A hotel in the United States operated a call center to serve customers. The top call center employee received an additional bonus equal to one-third of their monthly salary. However, the same person was always the best employee. Here’s a question: for a company’s performance to improve, should bonuses go to those who perform well or to those who do not? Giving bonuses to underperformers can boost overall performance. The top employees are already performing at their best; their performance doesn’t significantly change. Just as paying a singer more doesn’t necessarily mean they sing better, paying less doesn’t mean they sing worse. In call centers, the best employees should be promoted to higher ranks and receive higher base salaries, not just bonuses. Offering bonuses primarily to those who are directly affected by them is the right motivational strategy. The purpose of a bonus is to influence those who can still improve, not to reward those already excelling. Money is simply a fundame...
Experience should not serve as a constraint that confines individuals to their past; instead, it should act as a foundation for future endeavors. While successful experiences can instill confidence, they may simultaneously restrict one’s thoughts and actions, leading to potential lapses in judgment. It is noteworthy that my achievements may not have solely stemmed from my abilities but could have been attributed to fortuitous circumstances, often arising from the missteps of others. A valuable experience should not foster arrogance or dismiss the fallibility of unwavering self-assurance and disregard for alternative perspectives. To mitigate the risk of failure, one must cultivate humility. - Joseph’s “just my thoughts”