Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

19 Building Loyal Team


Published on

To be read

Published in: Business
  • Be the first to comment

19 Building Loyal Team

  1. 1. The company to-go for getting added value for your business ’09 Newsletter Building a loyal team It might sounds crazy to talk about worker loyalty at a time when big companies routinely show longtime employees the door. But loyalty isn’t dead. Instead, it has shifted, with few people nowadays feeling loyal to the company overall or even the people running the business. As a manager, you need to understand this if you’re going to motivate people effectively. No one tactic is going to forge the bonds of loyalty, of course, but there are lots of small things you can (and should) do to build stronger and more productive relationships with your employees. Create great jobs. What’s a great job? Individual expectations naturally vary, people agreed on several common factors for job satisfaction: task variety, workplace friendships, fair procedures, a balance between how much effort workers put it and the rewards they receive, a certain level of autonomy and control for employees to work unsupervised. The takeaway? Your team members want meaningful work that makes use of their talents and interests, and that offers good compensation — not just financial rewards, but recognition, authority, or leadership. Every job has elements that are repetitive, but these can be leavened with personal projects that give employees freedom to indulge an interest or acquire another skill that can prove helpful to the business. Create great careers. Work with your direct reports to develop an extended career plan for them — even if that plan means the individual must leave the business to achieve a certain professional goal. The reality is that some of your key people will leave for a variety of reasons, no matter how much they seem to like their jobs. Why not map a path that would welcome them back into more senior roles after gaining other experience? Rebalance the blame culture. Most people don’t leave their company, they leave their boss, “If you want engagement, you must show that you care, delegating more than just the rubbish that you don’t want to do.” A manager who is quick to apportion blame for mistakes is highly corrosive. Delegating effectively means sharing credit and taking blame. Do that, and the staff will take the risks that are required for success. They’ll do it with you and for you. 1 © ‘Nous nous engageons sur des résultats opérationnels’
  2. 2. The company to-go for getting added value for your business ’09 Newsletter Acknowledge individuals. There are lots of ways to create a sense of respect among your team. “Some things are really banal: saying good morning for example… If you’re a manager, make sure you make yourself available to people when they need to speak to you. Move from “Good job, team” to “Thanks for staying late last night.” Put employees into the bigger picture. This should be something every manager thinks about from recruitment onwards. Employees look to team leaders to remind them why their work is important in the big picture, and to create excitement about what the company is doing. There’s no quick way to achieve this. It’s your job to align business values and goals for employees. Find ways to make people feel like their work has an impact on the overall business, such as keeping them in the loop on what happens next for a project they’ve completed or acknowledging when their work has generated more customers or revenue. 2 © ‘Nous nous engageons sur des résultats opérationnels’