The Direct Approach: One on OneArgument
If your founders are the kind who encourage an open environment, breakThe approach to take when you finally get down barriers between decision makers and product makers, and otherwise state they're always willing to accept feedback,talking to them should be the same no matter what route you picked to take them up on their wordget. Be the bold one, and actually schedule a chat with them there.
All these soft awards are nice and all, but we're tired. Heck, Bob left because he wasn't feeling appreciated. And frankly, some of the others are saying the same things. Maybe we need some hard awards, with money behind them.
Since the investors don't want us throwing money around just for fun, why not do it targeted? Set up some rewards with money behind them, for goals we reach. That's not celebration, that motivation. Which we need.
Sounds like y'all hit them over the head with this once before, but nothing changed, so you may need to work that in too.
A lot of the ideas passed around back when we had that big meeting are still good, but nothing done since then has really helped. We need to do something different.
It sounds like they're perfectly happy with how they're motivating employees, but need a bit of reeducation when it comes to the worker's expectations for How to Have a Good Time With Your Coworkers. The buddy-buddy we all share expenses approach may be the only way they know how to do it, so pitching change will require a delicate hand. Repeated applications may be needed.
The Direct Approach: One on One
If your founders are the kind who encourage an open environment, break down barriers between decision makers and product makers, and otherwise state they're always willing to accept feedback, take them up on their word. Be the bold one, and actually schedule a chat with them.
The idea behind this one is that you, the firm believer in the company that you are, are coming to them with a problem that affects the business. And more importantly, you have a solution.
You may have to keep coming to them with this. One-and-done is rarely a viable approach when decision makers have their heads in the sand deep enough, it takes some time to change. Work WITH them, which will keep you in good graces.
Hi, we called this meeting because we have a problem. Motivation. What we're doing right now isn't cutting it, and things are getting bad. Now, we believe in what we're doing which is why we're talking about it now rather than walking off the job as a group.
These soft awards are nice and all...
The key arguments to make are in the one-on-one option: you need to speak their language (small business owner) and demonstrate a way out.
Secondly, you need to speak their culture. Where and how did they grow up (well funded vs hard-scrabble living check to check)? What kind of schools did they go to (inner city public schools, or private schools)? If there is enough of a difference between how they learned their social skills and how their employees learned theirs, it is worth it to underline this to emphasize why their methods aren't working.
