Wolves are one of the most loyal animals.  They mate for life, care for their young and return to their parents each year.  With human interaction, they can be as loyal as domesticated dogs if they feel comfortable.  Cats are the exact opposite.  They are fiercely independent.  Domesticated cats do not demonstrate any loyalty to their owners.  Employees can show the same traits in the workplace.  The big difference is a cat-like employee can become a wolf.  Read on to learn how.

Enjoy!

Creating Employee Loyalty 

In last week’s article we covered how employee retention relates to hiring costs.  This time we go deeper into this topic by taking a look at cultivating employee loyalty.  With downsizing, outsourcing and restructuring happening in all industries, top talent is on the lookout for Plan B.  Regardless of the economic climate, loyalty can be fostered.

Length of tenure does not equate to loyalty–nor does an employee who will do whatever their manager requests. Loyalty is when an employee is invested in their position and the company.  They believe in the company vision and feel that the work they do is important and meaningful.  This belief is proven in their integrity and performance. These wolves will question authority, but in the end embrace decisions that are made.  They support colleagues and the company as a whole in public.  In the end, when it is time for them to move on, they do so professionally and usually after much thought about the decision.

Fostering loyalty can be both easy and cost-effective.  While employee retention is linked to the manager, so is employee loyalty.  Leading by example is the easiest way to create loyalty in a team.  People who work for honest managers tend to be more loyal to not only the manager, but also to the company as a whole.

Treating employees like valued collaborators is the first step to fostering loyalty.  Many times leaders, often due to hectic schedules, make decisions in the moment without huddling their team.  While practical in the moment, this may not always be the best way to build a loyal team.  Employees who feel that they are an integral part of something bigger become more vested in that organization.

Humans are creatures of habit in both their personal and professional lives.  When their routine is consistently changed by outside influences, it can get ugly.  Employers that are transparent, honest and ethical have more effect on employee loyalty.  Managers who respect their employees and their lives outside of the office will win the respect of their team.  Managers who lead by fear or intimidation tend to have a clowder of independent cats versus a pack of loyal wolves on their team.

Employee loyalty can be cultivated at all levels.  All it takes is a company culture that is based on the basic moral of “treat others as you would like to be treated.”  Honesty and respect is at the heart of loyalty.  A team that feels valued and respected will help breed more loyal teammates.

Next time we take a lesson from companies that have proven talent management systems and how they foster retention of talent.

Relieve Anxieties with a Great On-boarding Plan

Last week we discussed some tips on creating a great on-boarding program from day one.  Making the first day more about learning the lay of the land than paperwork, avoiding “busy work,” and assigning a mentor were the main thoughts.  This week we continue the discussion with more ideas to help avoid new hire angst.

First day jitters are really first week to first month jitters for any new employee, except they change over time.  The best way to help your newest team member is to have a plan.  From day one, there should be a clear set of goals and objectives for the first 90 days.  This outline can be included in your packet to the employee either before the first day or on the first day.  Set your expectations and give the new hire the tools to reach and exceed them.  Your guidance and feedback, along with a mentor will allow this to happen.

Social anxieties are just as high as performance anxieties with new employees.  Include in your welcome packet a detailed dress code.  Your new hire probably wore a suit during the interview process.  They may have a nice outfit or two for the first few days.  After that, many are standing in their closets trying to figure out what is appropriate.  Outline what is expected.  If business casual is acceptable, describe what business casual is at your office.  This term has come to include everything from jeans to trouser with button-down shirts and ties.  If Friday is more relaxed, define how relaxed.

Another great way to alleviate social anxieties is to set up lunch “dates”for your new hire.  Pair them up with one or two colleagues each day during the first week.  This will help the new hire and your existing team members become comfortable with each other.  It will also help integrate the employee into the office.

After the first week, check in with the new hire and the mentor regularly.  The real stress can set in once the new hire is set off to begin work.  The most successful on-boarding programs allow the new hire to learn something new every day, building upon each day’s lesson.  This allows the new employee to learn the full scope of the position without becoming overwhelmed.  Remember that on-boarding is not just the first week or two.  The full on-boarding program should span the full 90 days.

A successful on-boarding program addresses both social and performance anxieties.  Utilize your team members to help welcome their new colleague.  Assign a mentor to see your new hire through their first 90 days with your assistance.  Give your new employee a detailed outline of milestones and dress code. These steps will help avoid new employee angst.

You have to do the hard things.

• You have to make the call you’re afraid to make.
• You have to get up earlier than you want to get up.
• You have to give more than you get in return right away.
• You have to care more about others than they care about you.
• You have to fight when you are already injured, bloody, and sore.
• You have to feel unsure and insecure when playing it safe seems smarter.
• You have to lead when no one else is following you yet.
• You have to invest in yourself even though no one else is.
• You have to look like a fool while you’re looking for answers you don’t have.
• You have to grind out the details when it’s easier to shrug them off.
• You have to deliver results when making excuses is an option.
• You have to search for your own explanations even when you’re told to accept the “facts.”
• You have to make mistakes and look like an idiot.
• You have to try and fail and try again.
• You have to run faster even though you’re out of breath.
• You have to be kind to people who have been cruel to you.
• You have to meet deadlines that are unreasonable and deliver results that are unparalleled.
• You have to be accountable for your actions even when things go wrong.
• You have to keep moving towards where you want to be no matter what’s in front of you.

You have to do the hard things. The things that no one else is doing. The things that scare you. The things that make you wonder how much longer you can hold on.

Those are the things that define you. Those are the things that make the difference between living a life of mediocrity or outrageous success.

The hard things are the easiest things to avoid. To excuse away. To pretend like they don’t apply to you.

The simple truth about how ordinary people accomplish outrageous feats of success is that they do the hard things that smarter, wealthier, more qualified people don’t have the courage — or desperation — to do.

Do the hard things. You might be surprised at how amazing you really are.

Written by Dan Waldschmidt