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A startup can use Gerstner's strategies to incentivize employees and change organizational behavior by adopting a few key principles. Firstly, clear and consistent communication from the top is crucial. This ensures that the entire organization is aligned with the vision and goals. Secondly, creating a high-performance culture should be a top priority. This can be achieved by understanding that people are motivated in different ways and tailoring incentives accordingly. Lastly, it's important to be open to new ways of incentivizing employees and changing organizational behavior. This could involve experimenting with different reward systems, providing opportunities for professional development, or fostering a culture of innovation and creativity.
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It might be tempting to defer this sort of messaging to the heads of subsidiary businesses or the like, but Gerstner states that in some cases, this communication philosophy required him to "seize the microphone from the business unit heads." In a time of such tumultuous change, the only way to ensure a consistent message across the board was for it to come from one person. In addition, creating a high-performance culture was a top priority for Gerstner, and he understood that people are motivated in different ways. Working under this assumption, here is a list of the different angles and a preliminary list of actions one could consider when hoping to incentivize employees in new ways and change organizational behavior:
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Learn from one of the best turnaround leaders of our time, Lou Gerstner of IBM. Take a page from Gerstner’s playbook on how to reinvigorate a quickly...
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