Carol, the HR manager at a large manufacturing facility, sensed that an
employee uprising was in the works. She wasn't quite sure what the issues were,
but she wanted to intervene before an actual revolt took place. Mediation seemed
like a good way to figure out what was going on and to find some remedies, so
Carol called me.
At mediation, an employee representative explained that their beloved
supervisor, Jackie, had recently been moved to the sales department. Mike,
Jackie's replacement, a no-nonsense kind of guy, was brought in from another
facility. By the end of his first week, the employees' lament was, "We want
Jackie back."
Upper-level managers sat on the other side of the table. Chris, the plant
manager, took the lead. She explained that since Mike had come onboard,
production was up. For the first time in years, the unit was meeting its goals.
Chris said that while the employees loved Jackie and she really did try to
motivate them, for some reason the employees never went the extra mile. Month
after month, Jackie's unit came out the loser in the production reports.
During mediation, it became clear that the employees' fond feelings for
Jackie were directed at her personally, instead of professionally. And Jackie
was unable to take these positive feelings and transfer them to the company. It
seemed that Jackie had fallen into a common trap. Like many women in positions
of authority, Jackie became a surrogate mother--more caretaker than boss. When a
dynamic like this is set in place, it's often impossible to turn it around so
employees can be held accountable.
On the other hand, the Leona Helmsley model of management that responds to
employee errors with contempt and ridicule is a prescription for disaster. Yes,
Helmsley ran a tight ship, but her management style and the lack of loyalty it
invoked proved to be her undoing.
Both Jackie and Helmsley can teach us something about employee loyalty.
Employee loyalty is about achieving a balance that brings feelings of connection
along with a commitment to produce. Ultimately, loyal employees will give you
some big benefits.
Loyal employees promote customer satisfaction, a critical component in
business; loyal customers, also known as repeat buyers, are less price-sensitive
and they bring in referrals for new business. And loyal employees, who tend to
stay put, can save you the costs of recruiting and training new hires. However,
don't confuse longevity with loyalty. Just because someone is with your company
long term doesn't mean he or she is loyal.
Unfortunately, there's no blueprint for fostering employee loyalty. As you go
about your business, remember that each employee must be seen as an individual.
What works in some cases can bring disaster in another. However, there are some
dependable methods to promote employee loyalty.
Set a good example. Show your employees that you take work seriously.
If you're out shopping or busy making plans for the weekend, your employees will
follow suit.
Create clear boundaries. Your employees can have many friends, but
only one employer. Yes, you want to be friendly, but not at the cost of
establishing your unique role and position. Most employees will be delighted to
have a boss they can depend on to make difficult decisions, call the shots and
resolve awkward or burdensome problems--tasks they'd never present to a friend
or co-worker.
Outline each employee's sphere of influence. Each staff member should
be clear about where his or her own domain starts and stops. This kind of
definition fosters a sense of pride while preventing turf wars between
employees.
Show your employees that you're loyal to them. Never belittle or
criticize an employee in public. Avoid threats or any action that might give an
employee a reason to question your commitment to him or her. Instead, carefully
present your criticisms and see mistakes as opportunities for learning.
Give your employees something to be proud of. Strive to be the best
you can be. Whether you're the CEO of a large corporation or running a
mom-and-pop shop, you want your product and service to shine so everyone
involved has a sense of pride and accomplishment.
Do good deeds. Have an outreach plan that gives both you and your
employees a chance to interact with and give back to the larger community.
Reward your employees. Money can't buy loyalty, but money does serve
as a metaphor, telling your employees how much you value them. Fair wages,
appropriate raises and an occasional unexpected treat can go a long way toward
building loyal employees.
Cultivate peak performance. Provide your employees with training
options so they can learn and grow. And as they develop, challenge them to set
and meet high expectations.
Foster a team mentality. Encourage your employees to communicate their
ideas and allow them to influence company practices and policies. Likewise,
share your own vision for the future and your thoughts as to how you'll all get
there together.
Remember to recognize and reward. Everyone appreciates positive
feedback. And once it becomes clear that you're willing and able to provide it,
most employees will go the extra mile to get it.
Build solid relationships. Find common ground, share life experiences,
prove your trustworthiness and be patient. Strong relationships blossom over
time.