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Employee Retention - Critical Skill at a Critical Time
Many of you have probably heard about the "pending" labor
shortage. The Herman Group predicts that by 2010, there will be
a shortage of over 10 million employees in the U.S. This is not
a problem that will magically appear in 5 years. The problem...
How To Sell Snow To An Eskimo
Think it's a hard thing to do? Think again my friend. You don't need to be that good of a salesperson either. I'm sure you've heard this "That person is such a great salesperson they could sell snow to an Eskimo."
To find the answer to what make...
Lateral Thinking, Logical Thinking, Applied Creativity
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Managing Creativity and Innovation part 2 of 2
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Presenting Seminars to Bump Up Sales
If you are a freelancer, subcontrator, designer, artist, decorator, or any type of creative person and are making (or trying to make) your living in any creative field, then this article is for you!
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What Does Your Staff REALLY Want? Part 2
The 2005 "Best Places to Work" program study showed that,
contrary to popular opinion, employee satisfaction didn't depend
on salary. The most given answer as to what makes a company a
great place to work is employee empowerment.
And what constitutes employee empowerment? I believe it comes
down to a few basic principles, the second of which is the
corporate culture.
CREATE A CULTURE
In the book "Guts!: Companies That Blow the Doors Off Business
As Usual," authors Kevin and Vickie Freiberg discuss businesses
that replaced traditional corporate cultures with those where
fun and creativity dominate. The book examines 15 successful
companies and the leaders who not only operate their companies
"in an unusual way," but who have also defined their businesses
"in terms of a cause." What companies do they highlight?
Southwest Airlines, SAS Institute, and Cisco Systems, Inc., to
name a few.
"Most companies are built on a model of control," Freiberg
explains. "But if you treat people like adults, they'll act like
adults."
According to Freiberg, Herb Kelleher of Southwest Airlines
encouraged his employees to convey an atmosphere of fun in the
workplace and on each airplane. Kelleher encouraged input from
all employees, be they pilots or baggage handlers. As a result
of one suggestion, the company decided to issue its quarterly
profit and loss statements in language more befitting a comic
book than a dry, financial document. The only major protest to
making this radical change came from the chief financial
officer.
While some partners may say that what works for Southwest
Airlines probably wouldn't work for them, Freiberg thinks most
people aspire to that level. And when they hear him talk about
real companies and real people, "far more often than not, people
get jazzed," he says.
What's the definition of a culture? Shared beliefs, values, and
goals, all considered collectively.
* What's the culture you want to create? It's probable
that most firms wouldn't go for the "atmosphere of fun";
however, what about a firm embodying one of the following
cultures:
o ultimate client service
o beyond professionalism
o communicating commandos
o highest ethical standards
o atmosphere of teamwork
o culture of accountability
o high tech
o the hippest firm in town
Those are just a few thoughts; every firm will have its own
ideas. The important point is to decide what type of culture
your firm wishes to embody, and then focus on that goal.
* How to decide on a culture? First of all, it has to
make sense. Would a probate practice want to have a high-tech,
hip culture? They would probably be better off concentrating on
client service or professionalism. The culture for your firm
will probably be evident to you if you think about what the
firm's goal is for their overall image. As a matter of fact, if
it isn't obvious or doesn't jump out when you think of the
firm's image, a business consultant is needed to help the firm
bind
their image and message together because there is a
disconnect happening.
* Commit to the culture. Are all the partners in
agreement on the cultural change or are some of them going into
this idea kicking and screaming? If there's more than 15%
holdout, a big problem can develop. Before deciding on a big
cultural shift, ensure buy-in from the major players in the
firm. Once everyone sees they're committed, change will be
easier.
* Focus on the cultural goal. This does seem obvious,
doesn't it? However, it's funny how little things can set
everyone off track. An 'ultimate client service' culture can be
betrayed easily if the firm decides to cut back on staff.
Without staff, client service declines sharply. If that focusing
on the cultural goal? Or let's look at an 'atmosphere of
teamwork'. Attorneys are forced to do continuing education
because of their state requirements. Is staff also involved in
educational training? If not, that doesn't put them on equal
footing with the attorneys and they don't feel as valued. Not
exactly a great way to enhance an 'atmosphere of teamwork', is
it?
* Make activities consistent with the culture.
Consistency is the key to building a culture. If Southwest
Airlines suddenly decided to dress all its flight attendants in
black business suits and speak formally to the passengers, it
wouldn't make sense. They would be betraying the atmosphere of
fun they've created and are known for all over the country.
People know when others, including companies, are true to
themselves and their cultural identity. When a company goes
against its culture, it loses credibility with the public. It
took Wal-Mart years to recover when the public found out that,
during their 'Buy American' campaign, they were actually buying
products from foreign countries.
* Include everyone. The key to creating a culture is to
include everyone in every position on the training, benefits,
ideals, goals, and achievements. A culture is all-encompassing.
If only the attorneys are involved, then there is no culture for
the firm - only goals for the attorneys. Staff can make or break
a firm; help them make you by including them.
* Ask for input. If everyone is expected to be part of a
culture, they should also be included in the planning stages.
Ask for input from anyone that's expected to be part of the
process. You'll be surprised at the innovative ideas that are
suggested. This doesn't mean that all ideas are implemented;
however, it shouldn't matter where the good ideas originate.
Employee empowerment really is the recipe for a high performing
organization. Committing to a corporate culture is the second
ingredient in the mix.
About the author:
Nickie Freedman is a professional speaker, business consultant
and trainer. She is the founder and principal of Legally Large,
a training and consulting company dedicated to helping firms
rise to their next level by optimizing what they already possess
- their people and their processes. Contact her via
http://www.LegallyLarge.com or 512.791.9644.
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