What are YOU worth?

Our organization is one of the fastest growing hosting companies in the world. We are adding about 30,000 (yes thirty thousand) domains now each month! With that type of growth we need great people to get the job done and grow with our company. Whenever we can, we try and promote people within our organization before we look outside to hire new people. Sometimes we are able to do it and other times we can’t. Sometimes we have people in the organization that I would like to promote but I can’t because they don’t take the next step in education and responsibility.

Everyone deserves a fair shot at moving up in the company, but I will never force someone. In order to progress within our company you need to show an intense desire to LEARN what is required, and then apply that knowledge to the benefit of the customer or the company within the scope of your position. Success is about DOING, not about thinking you should do it! Very few people will step up and go the extra mile when they think no one is looking. These are the people we want. This is the type of person that every company looks for (Or should look for!). This type of ability and desire can NOT be trained in my opinion. I am a very firm believer that you either have it or you don’t.

In my opinion a career is all about your value to your organization. If you don’t like your current status at a company then you make yourself invaluable to the company and ask for more money. If anyone can do your job then the job isn’t going to pay a lot and in my opinion it shouldn’t pay a lot. This isn’t an insult to the person doing a lower paying job it is a challenge to make yourself better and in the process improve your value in the job marketplace. Advancements in your career should be all about excellence in the workplace and nothing to do with age, time at the company, etc. These type of “entitlement” advancements aren’t driven by success, they are driven by a belief that if you do the same thing year after year that you should continually get raises and benefits just because you have been at a company for long time. I strenuously disagree with this type of attitude.

It should be everyones goal to make what they are worth based on skills and desire? Only YOU can and should make that happen. What are you worth?

Thanks,
Matt Heaton / President Buehost.com

8 Responses to “What are YOU worth?”

  1. I’m a Bluehost client and i think with the 30k domain increase per month you’re getting the quality down.

    Some days ago i’ve tried the “Help Chat” for several times and always was occuped.

    And I’m getting angry with an incompreensible error that causes the CPU Exceeded Error page. And it seems no one in BH wants to help me.

  2. Matt,

    This one, coming from the President of a company, was rather calming. I am an entrepreneur at heart and always give my 100% (often go the extra 10% as well). I do have my own company today, but in the past I have worked for businesses that SAY the same thing you are saying here but definitely don’t act on it. It usually sounds something like: “We promote those who work hardest and provide results.” Then the guy who has been with the company for the third year gets the promotion over the guy who closed the most sales with satisfied customers throughout the past year. I do agree that many people believe they are worth more than they really are. But what about those who are worth more than they are getting paid? This is a daily issue that has always bothered me.

    I have always provided results for those I work for. Since I never, EVER got what I felt I was worth, I decided to do my own thing (as I believe you did). Now I am the one that gives the promotions to those that trully bust their A$$ and provide results.

    It was an interesting read. Thank you.

  3. brian says:

    Not bad to sum up what is a company man and a man’s man. I’m work for a major company in insurance and find it’s all about who you know and how well you can burry you nose up you know where – that get’s a promotion. Like Kilay says your better off on your own, and I’m working on making my move. I am in search of that tipping point. My experiance is vast and capable of most anything job wise, but I want to find that business I love and would make the difference irrevesable.

  4. Alex says:

    Matt,
    I belive, you have to write a book about all this. It’s always interesting and teaching to read.
    Thank you.

  5. Andrew Dutton says:

    Absurd!

    1. Nobody is ever “invaluable” to a company – anyone can be replaced, usually with only very minor disruption.

    2. The way most try to make themselves “invaluable” is by making themselves a silo of business critical information or processes – “I’m the only one here who can do this, therefore pay me more”. This encourages staff not to train others unless forced, discourages openness amongst colleagues, and thus encourage mistrust and suspicion. It is also the primary cause for managers believing they must micromanage their staff.

    3. Those who believe they are “invaluable” usually attempt to hold their employer to ransom – in fact this is exactly what you recommend. This makes staff greedy, and their employer eventually find it tiresome and bring in someone to replace them from outside the company – you can’t replace them internally because the “invaluable” person ensured that their colleagues would not be able to do their job.

    Better to reward those who train their colleagues, ensuring they are eminently replaceable, thus empowering all staff and improving service levels across the board.

    4. The philosophy of rewarding the most “invaluable” with promotion is actually damaging to a corporation. The most “invaluable” member of staff is frequently the most devious, who has invested at least equal effort in preventing the growth of those around them as in ensuring their own growth – thus making them the least valuable to the corporation. This person will usually leave at some point when demands for excessive remuneration are rejected, and new blood is brought in from outside over the heads of those existing staff who have been struggling in the environment created by the former “invaluable” employee, and this creates further exasperation amongst other staff who then seek employment elsewhere, further weakening your corporation.

    That said, positive comments on your services seem to outweigh the negative, which is unique I think amongst hosting providers, so teh actual story of what happens within your company can’t be as bad as it sounds when reading between the lines of your blog.

  6. eran says:

    Matt,

    There is only one kind of person that I will hire: one that is passionate for what they do, because they are the ones with the best chance for obatining excellence. Even Microsoft is trying to do this to compete with the open source community–they interviewed one of my programmers and they said “are you passionate about programming?” to which he of course replied “no.”

    This passion is what I see the world’s greatest people as having that the rest of us don’t. Davinci, Einstein, etc…

    Yes, some people above have made comments which often ring true in many cases, but those are the types of companies which are not like ours–usually big and corporate-like. I mean, the management must be equally passionate about finding passionate, intelligent people. And most importantly, you must be active about finding these people within your organization.

  7. Juan Jimenez says:

    Sorry, Andrew, but companies that think the human element is always replaceable are precisely the ones that are doomed to failure. I can’t think of any type of commercial endeavor where the human factor is _not_ indispensable. Remember, what goes around, comes around. You treat your people like they are worthless and can be replaced with “minimum disruption” at any time, that’s exactly how _you_ will be treated. Sooner or later it will come right back around and take a terminal chunk of your derriere.

  8. J.Urben-Ruby says:

    May i Quote you?

    ” Companies should look at themselves and see what broken processes they have and then fix them. They must focus on their relationship with their customer and the rest will take care of itself. “

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