Managing Employees Who Value Commerce
"Commerce" doesn't typically come to mind when we think about the things people value at work, but for some some employees, it means everything.
Employees who rank high on the commerce spectrum have a strong drive toward��the bottom line and prefer to focus on growth above all else. This is because they want to see the company they're working for gain market share over time.��Team members who value commerce��are highly engaged and motivated to perform in businesses where earnings, profitability, and revenue are indicators of success.
To provide the type of environment in which your��commerce-driven employees can��excel, it's best to start by diving more deeply into who these employees are:
Who Holds the Commerce Card?
At first, you may assume a commerce-driven individual is��someone who values��rewards. But rewards-motivated employees are different from commerce-motivated ones.
While monetary compensation does go hand in hand with increased company earnings, profitability, and revenue, rewards-driven employees value��personal growth. Commerce-driven individuals, on the other hand, value��company��growth.
Some employees��highly value both rewards and commerce. These employees know that increased rewards are only possible if commerce increases, too.
However, truly commerce-driven employees are focused more on long-term growth than immediate rewards. It's important, then, to find out how your employees stack up��with respect to each trait. Are they more commerce- or rewards-driven? The answer to this question will have a massive impact on how you motivate and manage an employee.
Commerce-driven employees��know that building the right relationships with growing companies will pay off in the end, and they truly care about the sustainability of the market for everyone's sake. For these employees, commerce serves as the foundation and major driver of all other work values, like opportunity, status, and quality.
Bottom line: Without commerce, there is no business. Your business-minded employees understand this concept, and it drives their work every day.
How to Spot a Commerce-Driven Individual
This person most likely comes from a business background or studied business in school. They may have grown up in an entrepreneurial family where their livelihood depended on the family business's success.
In an article explaining how growing up in an entrepreneurial family makes you more business-minded, journalist Van Sharma��writes, "When something��belongs to you, you tend to take care better care of it and invest in its future growth and well-being."
Business outcomes have been drilled into the heads of many commerce-driven��individuals from the time they were young, unlike the children of parents who earned their paychecks regardless. People who value commerce may value it because it has been instilled in them their for their whole lives. Their family may have gone through ups and downs, conditioning the individual to keep the bottom line at the top of mind at all times.
Commerce-driven individuals are��focused on organizational outputs that return revenue. They are the first to speak out against costly changes, and they are always looking for ways to produce more output efficiently and effectively. They'll most likely be concerned with who is doing what and how each employee contributes to the organization because��high market share��depends on the most skilled and dedicated employees to improve client relationships, foster innovation, and eventually,��acquire competitors.
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If you can identify your commerce-driven employees and what they care about, you'll be better equipped to manage and motivate them on their own terms. Pay attention to which of your employees seem particularly concerned with the company's bottom line. These people are likely your commerce-minded workers.
A version of this article originally appeared on the Vitru blog.
Ryan Mead is the CEO of Vitru.