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148 The McKinsey Mind

How would you go about this? If the decision makers in your
organization respond well to qualitative arguments, then you could
put together a proposal based on the intuitive argument that bond-
ing leads to better performance. If, on the other hand, your cul-
ture values quantitative arguments, then put together an analysis of
the financial benefits of enhanced performance. If you can find an
example of best practice in your industry or organization—for
example, one business unit that is especially good at bonding—
use it to bolster your argument. You might also try to launch a
modest pilot program. If you can show that the program yields
benefits via improved performance, then you have a launching pad
from which to expand your bonding program throughout the
organization.
As you plan your activities, remember the moderation message.
For example, plan just a few key events over the course of a year.
Involve as many people in the planning process as possible (even
send surveys for ideas). The exposure will increase interest and
eventual buy-in. Another helpful tip is to evaluate employees’
satisfaction with different types of events and continually focus
on the few events that are most appreciated. Finally, don’t forget to
have fun.

EXERCISES
• Assess the rewards system in your organization. Create a
list of all of the reward mechanisms your organization
uses. Be sure to include financial and nonfinancial rewards
in the summary, but track them separately. Then rank the
items on each list, using the following question as your
decision criterion: How much does this mechanism mean
to me in terms of motivation and team bonding? If possi-