When distributor bosses manage employees and teams, a common motivational practice is giving bonuses. However, the distribution of bonuses requires strategy and skill. Many bosses simply transfer the bonus to the employee's account and consider it done. In fact, there are four principles to follow when giving bonuses.
The first principle is to give promptly. Many bosses promise rewards and bonuses to employees, and once employees achieve their goals, the boss should fulfill the promise without delay. If employees deliver, the boss must pay up. Some bosses do give bonuses but tend to delay them, not being prompt at all. For example, a 1,000 yuan bonus given immediately after achievement versus after three months or six months has completely different motivational effects. Money owed to employees sitting in the boss's pocket doesn't earn interest, but putting it promptly into the employee's pocket can ignite their fighting spirit and bring more business to the boss.
The second principle is to give publicly. That is, give the bonus in a formal manner in front of the team and everyone. If the team is large, it can be done during team meetings such as weekly, monthly, or quarterly meetings. Particularly important rewards can be given at the annual summary meeting or annual commendation conference. The purpose is to both motivate the individual and inspire the whole team to learn from excellent and advanced employees.
The third principle is to give in cash. Everyone has the experience that when paying out money, swiping a card doesn't feel like much, but handing over stacks of cash makes you feel the pain. Conversely, if the bonus is quietly transferred to the employee's card, they may not feel much. But if the bonus is replaced with stacks of real banknotes and handed to the employee in public, the stimulating effect is very obvious.
The fourth principle is to publicize widely. The purpose of giving bonuses, for the boss, is to motivate individual employees and thereby stimulate the whole team's morale and drive to "compare, learn, catch up, and surpass." Therefore, the boss should compile the advanced deeds and excellent cases of employees and publicize them at meetings, big and small, and ideally put them on a glory board or honor wall to spread the word.
For bonus distribution, bosses should also pay attention to three combinations.
The first combination is "open and secret." As mentioned earlier, no incentive can be perfectly fair or absolutely equal. A common Chinese trait is "not worrying about scarcity but about inequality," and people can't stand seeing others, especially those of similar level, do better than themselves. To prevent negative effects of bonuses, besides giving openly, the boss should also give secretly, such as privately handing out red envelopes or privately fulfilling rewards, to both motivate the individual and balance team relationships, achieving team harmony.
The second combination is "fixed and flexible." Generally, bonuses are based on rules set by the boss at the beginning of the year, and when employees achieve goals, the boss fulfills them. These bonuses are usually fixed and don't change mid-year. However, for individuals or teams with outstanding contributions, exceptional performance, or excellent performance in major events, the boss should have a flexible part to provide timely motivation.
The third combination is "short-term and long-term." When giving bonuses, it's best to have weekly, monthly, and annual incentives, combining long-term and short-term incentives so that employees maintain vigorous fighting spirit and continuous motivation.
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