First, I have to assume two things: that your work is valued, and that you have a good working relationship with the client’s team, INCLUDING the owner.
First, think of something special, that brings a “value add” to the table.
Second, get an appointment with the owner to discuss this incentive.
Third, request an appointment with the manager of the accounting department. When asked, tell that person you are concerned about the delinquent payment. Mention that you have an appointment with the owner on such and such day, and that you would like to stop by and visit him or her prior to the meeting. You do not need to mention “why” you will be meeting the owner.
9 times out of 10, they will read between the lines and get that payment to you before your meeting with the owner.
If not, you meet with the accounts manager and inform him/her that you intend to bring this up with the owner.
That usually will take care of the problem.
If not, give a great pitch on your incentive (the “value add”) you are bringing to the owner. When that is finished, bring up the issue of the delinquent payment, but say something like this: “I value our relationship, and I think I bring value to your table. I have been hesitant to mention anything, but my invoice to your company is now 45 days delinquent. Is there a reason for this? I feel embarrassed to ask, and it is not my intention to embarrass you but it does need to be taken care of as I have tried with your accounting division and can’t seem to get an answer as to why it hasn’t been paid.”
Most owners will play dumb, even if they are aware that the invoice hasn’t been paid. The owner will not want to hear the same conversation when you appear the next time, so they will move it forward.
If the owner values your input, then he or she will take care of it. Particularly if you have made a killer presentation on a matter of value to them.
If none of this works, then drop the company. They aren’t worth it; or, if you want to retain them but need the money, then you have to live with it. There is no middle ground here, unless you are drowning in cash and don’t have to worry about it.
]]>But I like the Japanese approach, where teamwork is almighty. The “rankings” and “assessments” have to do with group or team productivity. That is a huge incentive for the team to keep each other motivated, productive and efficient. When the team is prosperous, all members are. And, it provides for support rather than debilitating competition.
Like in baseball, it is the success of the group, and the support of the group, that wins ball games. That builds camaraderie, and the incentive to go further.
If the group screws up, then they have the support of each other to do it better next time. In an individualistic approach, one person gets shafted, talent and all; there is no where to go beyond that. He loses; she loses; the group loses.
No, this “ranking” system is NOT productive. People are more worried about their own skin than the betterment of the group as a whole. It needs to go. And managers who think this builds fiber in the corporate structure need to go, or have their objectives re-examined.
]]>I lived and worked in Japan as an entrepreneur for 45 years. That is all but 13 years of my life. I advise people on doing business in Japan and it is sad that there is so much advice given that is shoddy. It is no wonder that many people, who are trying hard to succeed, get so confused.
]]>This Business Week article cites a study showing that Forced Ranking does has a huge payoff in the beginning but the return quickly diminishes after year 3.
http://www.businessweek.com/magazine/content/06_02/b3966060.htm
As with all things, taking something to an extreme is dangerous. Appraisals must be candid with categorization of performance but, as you stated, there must be the flexibility for a team with all winners to exist. A little competition combined with candid feedback and a strong support system is better than any single minded Forced Ranking strategy.
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