Many of the folks we work with get excited about learning Market-Based Management, but are often frustrated since they work in organizations that "don't apply MBM." I assume what this really means is "my supervisor doesn't apply MBM."
Two things come to mind when I hear this.
First, MBM isn't a panacea or the only way to get results. It's just what we are familiar with and what's worked for us. So, it's great that others are experimenting with different ways to create value that work with their style. There's a lot to learn from non-MBM management systems.
Second, however, as a student of MBM it's definitely nice when the person you spend the majority of your time with (your manager, often) is also trying to apply it. Unfortunately, that's not always the case.
I'd like to hear stories you may have gathered from co-workers or people at other orgs who have faced this challenge and come up with ways to overcome it.
Good strategies I've heard of include:
- avoid buzzwords--they'll just confuse others; as a bonus, being able to 'translate' the MBM jargon into 'normal speak' is a great learning exercise, so it'll help you!
- if you disagree, ask questions (instead of quoting MBM at them)--odds are, they have great insights and can help you better understand their intentions; or, it'll softly point out areas where they need to rethink things.
- sphere of influence--sometimes you're just in a bad organization or with an unproductive supervisor. If that happens, focus on what you can control, and use that space as your own MBM laboratory while getting good results and building a positive reputation.
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