In Kenya’s bustling financial services sector that serves as a hub for East Africa, Mutua, a bank manager, adopted an antiquated approach to motivating his team. In his office, a chart prominently displayed employee sales figures, directly tying monthly bonuses to those who topped the list, while those at the bottom faced stern reprimands or even cuts in hours.
Mutua believed that such a stark display of carrot and stick rewards would spur his team to competitive heights. All his team meetings revolved around sharing sales numbers and anticipated sales in the pipeline.
