Skip to main content

When Your Bonus Becomes an Onus

Whether you are a trainer, manager, salesperson or professional, you often give extra things to people. Such bonuses usually are in non-monetary terms. Common bonuses include free coaching, extra tuition, paid holidays and of course training (paid by companies).  
Unfortunately, many people consider such bonuses as onouses instead. This is because they don't see any value in these bonuses. They also feel that they incur extra effort and time to get these 'free bonuses", like to attend training they must wake up early.
When the staff see these bonuses as onuses, their perception of their bosses will become more negative than before.  Thus it is important that we must ensure that bonuses do not become onuses or this will backfire and make us look stupid. 
There are 3 things that we must do if we don't want our bonuses to become onuses:
  1. Place a value in the bonuses, let them know how much they have to pay if they were to buy from outside, and incur extra costs like transportation and searching cost
  2. Don't state things as 'free', state the value.  For example, instead of saying, "Receive a free security program when you buy this software", say, "Receive a $250 security program at no cost when you purchase this software"
  3. Let people know how much sacrifice you have made to secure this free bonus for them
In short, when you value what you give, what you becomes a bonus, not an onus. Happy giving! 

HOW TO BE AN EFFECTIVE MANAGER & LEADER

Strategies to Build Winning Teams and Create Massive Results as a Manager
 
Date: 28 Oct 2015 Wednesday 9 am to 5 pm
 
Venue : The Plaza 02-346 7500A Beach Rd   
 
Investment :1 pax s$398.00 ; 2 pax & above each is s$349.00 ; 5 Pax & above each is s$299.00 ; 10 Pax & above each is s$249.00
 
As we know, most managers are promoted based on their technical skills, when in fact it is the managerial skills that will make them successful.
 
Many new managers go through 4 phases: excitement, confusion, exploration, and performance. At every stage, you need to have the right type of strategies to move forward, otherwise you will be stuck. The result: frustration and the new managers prefer to go back to their old positions. 
 
Whether you are a newly promoted manager or a manager with less than 3 years experience, if you want to be a successful manager, this is just one course that you need to attend.
 
*** This course qualifies for PIC (Productivity & Innovation Credit), where you can get 60% Cash Back. Call Nisa at 6225-1784 to find out how.
 

POWER-PACKED CONTENTS INCLUDE:

  1. The 4 Stages that every New Manager go through: excitement, confusion, exploration and performance
  2. Changing your BEing: how to upgrade your identity 
  3. The Top 10 Skills that every Effective Manager should possess
  4. ACT 5-Ways to Be an Effective Manager: Get Buy-in, Team Conversion, Quantity of Work, Quality of Work and Value Add
  5. Delegation: how to do effective delegation - ACT 5-Ways to Effective Delegation
  6. Audit of Work done by your subordinates and how
  7. Communication, especially chairing of meetings
  8.  Heart at Work: How to Take Care of your suboridnates without them climbing over your head
  9. Thick Face Black Heart: How to be Tough as a Manager without losing your head and heart
  10. Teaching your team about Followership
  11. Leadership Basics
  12. The Ultimate: Upgrading your Team 
 

Bonus: Top 10 Interview Questions
 
BOOK THE COURSE: HOW TO BE AN EFFECTIVE MANAGER & LEADER
Labels:

Comments

Post a Comment

Popular posts from this blog

What an Executive Coach and Business Coach Does

Post a Comment
Read more

The Secret Under the Mattress: Why would a 79-year Man Bet So Big on 4D?

It was 2007 when we discovered his secret. While moving my father’s mattress, we found them: heaps and heaps of Singapore Pools 4D tickets. They were stacked in layers, a paper trail of lost hopes. What shocked us most wasn’t just the volume, but the stakes. He wasn’t betting a few dollars for fun. He was punting hundreds of dollars per draw—nearly ten times a month. At the time, my siblings and I were furious. Our father was a 79-year-old retiree. We wondered, with a mix of anger and confusion, why a man at his stage of life would need to win such "big money." What was he going to do with the money? We saw it as a reckless habit, a sign of poor judgment in his final years.  Some of us would say, "If I were to give him money to buy 4D, why don't I use the money and buy 4D myself?  At least I have better discipline".  It has taken me two decades, and the experience of raising my own three grown-up children, to finally see the truth that was hidden under that matt...
Post a Comment
Read more

Head Bleeding when the Chair Falls

The Weight of Silence: What Were We Really Arguing About? My earliest memories are punctuated by the sound of shouting. In 1970, when I was barely 6 years old, I stood as a small witness to the fierce quarrels between my father and my late eldest brother Kah Yang (he passed away in 1971 at the age of 17). As I grew up, these contradictions became the soundtrack of our lives, usually centered around our family's shoe shop and clothing stalls in Chinatown. In the court of family opinion, the verdict was almost always the same: my father was "wrong." He was judged as a man who didn't fulfill his role, who wasn't "burdening" enough for the family’s success. But as I look back from the vantage point of 2026, I have to ask: Was that actually true? Let me finally put to rest what my father did right: the truths that were buried under decades of criticism: Unseen Labor: He worked grueling, long hours. I remember him hauling boxes of goods and equipment to set u...
Post a Comment
Read more