Why My Business Will Never Have a Traditional Structure
Millennials get a lot of flak for being “unmotivated.” We’re often seen as the kind of workers who don’t do anything unless we’re being yelled at to do things. We have this weird reputation of being extremely entitled as well which only adds our image issues.
Notwithstanding the fact that every other generation before us has been labeled with identical traits, there’s a key factor missing from most offices that leads to employees being so unmotivated. That factor is the reward structure.
The best office I ever worked at was about 80% Millennials, 15% Gen X, and 5% Baby Boomers. It was a studio focused on learning design programs, and the work we churned out was considered the best in the industry. Every single person in that office was determined to create amazing work, and I couldn’t call anyone I met there unmotivated.
We had a very different structure for the office as a whole, though: you can work any hours you want in any way you want so long as you get the work done well and you get it done fast. This included working from home, shifting your hours around so long as you were still able to work with your team, and even choosing between being a contractor or employee based on your personal needs.
We also gave everyone ownership over their own projects. Everyone at every level was allowed to suggest, and often initiate and run, project that they felt would improve the company. If you could convince the management that it would be a worthwhile investment, 90% of the time they’d allow you to take on that project.
Getting to go home early when you want to by shifting your own schedule around became part of the reward system, just like our healthcare and retirement plans were. Giving everyone some level of autonomy left everyone feeling like they really accomplished things, especially when they were able to meet the goal in a way they personally devised.
We beat our deadlines, blew our projects out of the water, and had a large number of extremely dedicated clients as a result.
With every job I’d had until that one, I always felt like I was just there to do my time and leave. I wasn’t incentivized to do my work quickly because I was either paid by the hour or paid by a salary that required I work a certain number of hours. I never felt like I had any ownership of the projects, so I felt more like I was bothering people when I suggested improvements (this was true even when I could virtually guarantee that my suggestions would save or make the company more money).
Now a business owner, I want to give everyone who works with me that same degree of autonomy and freedom because I know it works. So long as you are clear in your expectations and set structures for delivery, these principles work.
My belief in this is so strong that I personally plan to make remote work an option for virtually any employee, contractor, or business that I hire so long as it is logistically possible.
On a philosophical level, I actually prefer hiring contractors and solopreneurs because I can give them the resources and know-how they need to succeed in a world when health insurance can be expensive and far from guaranteed (I’m looking at you, USA). The last thing I want is for someone working with me to be afraid of losing their health insurance if I decide to change company policy on a whim. I’m perfectly fine with paying more for someone who can bring their expertise to the table and own whatever project I give them, and I’m building my company structure to support that.
I’m filling my company with motivated people, no matter what age they might be, and my structure is designed to encourage and support that. How can you bring more autonomy in to your own business?
