Former Chrysler Chairman Lee Iaccoca said there is only one way to tell an employee they are an MVP: through money.  Jack Welch takes that same perspective in his BusinessWeek column (Feb. 11, 2008).  "You simply can't be a great leader and get great results in today's marketplace without paying people the right way--with no BS and tons of differentiation," said Welch.

Both advocate paying top performers well, but they also believe that it in order to do this, it is essential that employees know exactly where they stand through clear, measurable and fair performance expectations.  Coupled with these defined measurements is a process of telling employees exactly where they really stand--are they outstanding, average, or mediocre.

Welch talks about the many different type of bosses when it comes to giving out raises.  The skinflints scruitinize expense reports looking for the slightest infraction, allowing their "constitutional paranoia about being taken" instill a deadly pall on creativity, productivity and morale.  The sprinklers are those who give everyone on their team the same raise, regardless of performance, because they believe this promotoes teamwork and fairness.  Sprinklers are afraid of the tough conversations on performance, and because of that, also undermine their team's ability and desire to perform.

The answer: "Pay accordingly," said Welch.  "That means if someone isn't delivering, don't give that person a mini-bonus just to keep his nose in joint.  Pay them nothing extra.  If someone is performing so-so, make them feel it with a so-so check, and not a buck more.  But most important, make your compensation system mean something by rewarding your stars as much as you can.  Use money--big money--to make a resounding statement about the payback that comes with superior results."

Never underestimate the power of cash to deliver results.  That's what drives your sales Rainmakers.  Shouldn't it drive your customer support operations as well?