|
|
| |
Truth 11. Thrifty Executives Keep Goodwill Accounts Full
In the 1950s, American supermarkets created loyalty plans
involving the award of green stamps with each purchase. You
pasted these stamps into special books, redeeming them later
for prizes. Even after the stamp system was replaced, people
would joke about “gaining” and “using up green stamps” in
interpersonal relationships. You gained stamps by supporting
people or giving them what they need and used them up when
you behaved badly towards them or asked for special favors.
Such transactions go on all the time in the workplace.
Savings methods have evolved however, and today we’re more
likely to refer to goodwill bank accounts when describing
relationships. Accounts with colleagues are healthy when
they are happy with the way that you treat them, and
gradually empty as you strain or test a relationship. Wise
executives keep their accounts in the black, not just with
peers and bosses, but with assistants too. These people
often go unnoticed and un-thanked, but can make all the
difference when you need something to happen. Goodwill
accounts are not, however, “quid pro quo” - something for
something - but long-term investments. The deposits you
invest can make all the difference for you in the future.
You create deposits in goodwill accounts every day by
showing real interest in others’ contributions. This means
listening to them, asking questions, supporting them and
honoring their actions, even with a simple “thank you.”
Since information is an important commodity at work, you can
fill up your goodwill account with someone, including a
subordinate, by keeping him or her “in the know” about
people and events. You can even deposit goodwill by asking
for guidance from someone who enjoys giving it. Socializing
- spending time with good food and drink - is also often an
easy way to generate goodwill savings.
Some deposits are bigger than others. Their size depends on
the worth of what you do in the other person’s eyes. Large
ones come from giving a colleague a “heads up” that keeps
him or her out of trouble, or from opening the right doors
to give someone access to an important person inside or
outside the company. Taking the responsibility for something
you didn’t do, saving someone else from blame, may even earn
you enough goodwill to secure a promotion or plum
assignment. Although think of the disciplinary consequences
before you do this!
Conversely, you make withdrawals from goodwill accounts when
you request favors, information, support or extra funding or
time on projects. Once again, the size of the withdrawal is
consistent with how much the issue matters to the other
person or people. Making someone look bad in front of others
can result in a very large withdrawal. For some people, any
questioning or push back is an immediate withdrawal. For
others these are a routine part of doing business. So treat
others carefully until you have gauged enough about them to
understand how they feel about these behaviors.
Aspiring executives keep their goodwill bank accounts filled
up for whenever they need to make a withdrawal. It’s just
good business sense. |
|
|
|
