Settling for what you have is not necessarily what drives me (or others like me). I've found that success comes with wanting to achieve more than you've achieved already. Continuous improvement is the idea I'm aiming at. I know that if you either a person or a business you need continuous improvement to stay competitive.
At work, when you raise the proverbial bar you are expecting the same from your company. Correct? You've shown commitment and dedication to your job and your company should show commitment to you. In other words: you get out what you put in.
Let's set up a scenario:
You have worked harder and harder each day to provide the best possible services to your company so the company can sustain growth. The harder you work the more your company grows (this assumes everyone is working as hard as you and your hard work is not in vain because a good percentage of employees aren't productive). When the company grows, your hard work and dedication are rewarded (for the most part) by increases in your compensation package, etc. Keep in mind I said compensation package, which could range from 401(k) to healthcare to base salary. So, you work for the company and the company rewards you with compensation. This can be called a symbiotic relationship if you will. You need the company to provide you with compensation and the company needs you to help it grow and achieve success.
This symbiotic relationship doesn't exist in some companies. Some over-achievement isn't rewarded at all. When this happens where do you think the motivation for raising the bar goes? --Out the window-- If hard work, dedication and commitment aren't rewarded, they will eventually cease to exist. Then what can one do to keep productivity, innovation and growth in their company? Hire new people to replace the ones that have lost their motivation? At that point, you've created a revolving door where as soon as someone comes on staff and performs at the same level as their predecessor, before you know it, they're gone too and you have to start all over. And the cycle continues until you have people who are complacent and don't strive for anything more than just showing up for work. If your employees aren't continuously improving and sharpening their skills, your company will be hard up for the fuel it needs to grow and stay competitive. Why does this concept seem basic and yet a number of companies operate this way? Are they just getting by, or do they truly not understand how people and business work together in symbiosis to achieve success?
At some point I will examine the means by which companies and employees can avoid the revolving door and corresponding degradation in performance.