Photo by Nina Matthews Photography
Dan Ariely writes (and talks) about an interesting phenomena:
… [a] locksmith was penalized for getting better at his profession. He was tipped better when he was an apprentice and it took him longer to pick a lock, even though he would oftentimes break the lock! Now that it takes him only a moment, his customers complain that he is overcharging and they don’t tip him. What this tells is that consumers don’t value goods and services solely by their utility, benefit from the service, but also a sense of fairness relating to how much effort was exerted.
How are employees viewing your actions as a manager? Does the time spent with them equates to how good a manger they think you are? Do what your employees think about you and feel towards you is what you think they do? Is it what it should be “rationally”?
I hate to admit it as much as anybody else. But just like in other areas (e.g. marketing) sometimes managing the perceptions is just as important as doing the actual work.