Download No B.S. Ruthless Management of People and Profits: No Holds Barred, Kick Butt, Take-No-Prisoners Guide to Really Getting Rich PDF

TitleNo B.S. Ruthless Management of People and Profits: No Holds Barred, Kick Butt, Take-No-Prisoners Guide to Really Getting Rich
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LanguageEnglish
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Page 172

Ruthless Management of People & Profits

C H A P T E R 2 5 T O T H E W I N N E R S , T H E S P O I L S

Make $100,000.00 a Year Here," and she fully expects her full-time
waitpersons to break six figures. The owner wants the top-
performing people to enjoy top pay. That sums up my idea of
how things ought to work in any business. Employees who excel
should have an opportunity to outearn less-effective employees
and to earn considerably more than employees in comparable
jobs in comparable businesses. You should be the highest-paying
employer of your kind to top-performing people.

Years ago, one of the chiropractors attending my marketing
seminars for that profession leased shiny new convertibles for
each of his five staff people. The cars were theirs to drive as their
own, free, as long as they met their described job performance
standards and referred two new patients a month in from outside
the clinic, from their own circles of influence. From his stand-
point, that would guarantee at least ten new patients a month at
a lower cost than he could get them from advertising, and he cor-
rectly believed that a staff person who wasn't enthusiastic and
articulate enough about his practice to bring in two patients a
month from all her friends, neighbors, acquaintances, and family
shouldn't be let loose talking to his patients in the clinic either.
He also presumed this would boost staff morale. And he gave
them a grace period of one month per half year when they could
miss quota without losing the car. Fail any two months out of six,
and you lost the car for six before you could get it back. The
idea's brilliant and the results are instructive.

One of the five staff persons loved this deal, never missed a
month, usually brought in more than two patients, and was ter-
rific in the office as well. She was appreciative of her nifty little
convertible, cheerful, happy to take on extra work, and always sup-
portive of anything the doctor wanted to do to promote his prac-

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