My rising leaders are expecting reward up front to get out of their comfort zones and try new things. Predictably, my peers and executive leaders need to see them perform above their titles to earn rewards and new titles. I know this is always a push-and-pull, but it’s much more combative lately, and being linked to attrition or “better opportunities” a lot.

My anonymous employee experience score is 94%. I’m trying to balance keeping good morale while expecting more effort. Any ideas?

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It’s all about the trust and building trust. If you can give them clear and measurable goals and make sure the rewards will be available when it’s time for you to distribute. This is usually the hardest part unfortunately rewards can end up evaporating due to circumstances out of your control.

smart

I would take a tough stance - the need for instant gratification for any task does not suggest that they’re ready for leadership.

I don’t know that I would immediately jump here. You don’t know the culture of the company and usually when I see stuff like this it’s because the company is consistently asking for more output, but not offering sufficient, if any benefit.
So the pushback OP is experiencing maybe because the people are tired of being asked to do more work without being fairly compensated for their time and effort.

I have been the director of a department wearing 15 hats and multiple “titles” because my position was hybrid for a start-up campus.

My take on the “stretch assignments”

There should be a middle ground title and pay for the extra workload that is above what I’m doing but lower than what the pay should be for the actual role.

The problems I ran into as in that hybrid role [a supervisor, manager, director, assistant dean, secretary, lab assistant, technology manager, librarian manager, project manager] is that I had at 10x the amount of counterparts and most of them were paid 40-80k above the salary they started me at “supervisor” pay.

I had to live in that role for 3 years “proving” myself that I was “worthy”. I got the title but I was still $40k under my assistant dean (highest title possible) counterparts.

When they re-organized the campus. They had to hire 15 people to take my place. So money really wasn’t the reason they paid me so little.

This was before the crazy inflation between 2020-2024. I don’t know how I would have made ends meet doing the same today.


The other thing I ran into is “why is supervisor” showing up to a director or assistant dean meeting. Your up and comings are dealing with exclusion, being looked down on and folks having no clue why they are talking to you.

Make a director 0 role or a manager 0 role with pay to match what you are having them do.

OP, can you give a little bit of background on the culture in your job? PM 1, I assume you’re in education because you keep talking about Dean’s, am I incorrect?

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