Chuck Cockburn travels across the United States coaching small and mid-size credit union CEOs on how to create a foundation for long-term success. Submit your confidential question to Chuck by emailing AskChuck@CUinsight.com.
Do you have an incentives policy or practice to encourage cross selling of products and services you would be willing to share?
Need an Incentive ($144 million in assets)
Dear Need an Incentive,
I do not recommend implementing an incentive program. Instead I suggest you make efforts to improve processes, enhance teamwork and communications, improve pride in workmanship and eliminate barriers between departments and teams. Dr. W. Edwards Deming outlined in his theory of management how these and other change efforts are the keys to improving productivity, quality service and morale.
Many managers and leaders believe that productivity improvements and/or enhanced profits must be achieved by motivating the employees to work harder through incentives and other rewards. Results of many studies, however, support Dr. Deming’s writings and have shown that incentives/rewards are ineffective in improving behavior or attitudes. For example, if management wants to improve teller overages and shortages, studying the process and working with the tellers to enhance procedures would be far more effective than offering them incentives or rewards to have fewer differences. The incentive approach would most likely lead to tellers setting up their own “kitty” to put and take from when they were over or short. Achieving the incentive pay becomes more important than improving the process.
Dr. Deming states, “Pay is not a motivator.” This opinion has been supported by many studies that found when people were asked, “What do you care about most at work?” pay usually ranked 5th or 6th.
In addition to not improving behavior or attitudes in the long run, incentives often have negative side effects such as, lack of strong teamwork and reduced risk taking. The quickest way to reduce cooperation is to force employees to compete for rewards. While everyone is striving to improve their incentive pay, no one is improving the process to achieve the collective gain. Reduced risk taking and creativity are also are major causalities of incentives/rewards. Studies have shown that people working for rewards try to minimize challenges and creativity suffers.
In summary, I suggest you study the writings of Dr. Deming to learn how to improve productivity, lower costs and enhance quality of service. Introducing incentives would not be effective and would probably cause damage to teamwork and productivity.
Chuck is the President of Credit Union Strategic Planning, leading the Net Worth Restoration, Field of Membership Expansion, Board Governance and Small Credit Union CEO Mentorship Programs. Chuck’s 25-year CEO track record (and 40 in the business) has been to profitably grow credit unions while significantly improving service and morale. Chuck’s coaching resulted in eight prior direct reports becoming credit union CEOs.