Bresnahan's Shorts* - September 2006

*Short topics

Loyalty

Loyalty is still a word of interest even though not heard much in today’s business world. Having just relocated to a smaller city (than Chicago), I have it heard it again. It also came up in an article that talked about customer loyalty which stated that achieving it comes by building trust.

It made me stop and think...What about internal customers? Don’t you build loyalty the same way? What would make an external customer any more important than an internal customer? (Which is exactly the question I put to a client recently.) Wouldn’t you want internal customer loyalty? Without the internal customer, i.e. your employees; you wouldn’t have the opportunity to build external customer loyalty.

Of course, the opposite is true too. Both types of customers look for straightforwardness, openness, acceptance and reliability — the elements of trust.

If you are looking for customer loyalty, in both your internal and external customers, give us a call. We can help guide you through the process. (There is more to it than one may think.)

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Developing the Best and Brightest

One of the challenges faced by association managers (and other employers) is enabling the best and brightest employees to develop themselves, while keeping the organization from being a training ground for other employers.

William Good of the National Roofing Contractors Association offers six lessons he has learned.

1. Let employees go if they want to, even if it is painful. It is satisfying to see them succeed and sometimes they come back and are more loyal.
2. Develop a culture of lifelong learning.
3. Remember the powerful opportunities you have to offer (especially as an association or small employer): dealing with public-policy issues, working in a flexible and creative environment, traveling, learning various skills and developing professionally.
4. Allow employees to do their work, and give them the chance to make mistakes (and learn from them).
5. Reward employees and show appreciation.
6. Celebrate individuals' success, even if it takes them to another employer.

Excerpted from Forum 6/06, Vol. 90, 9.23

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More Ideas

This newsletter seems to be taking a focus on loyalty and retention. With that in mind, it seems appropriate to bring up the retirement of Baby Boomers in the very near future. (Don’t be in denial about this issue.)

There are many things to consider that might entice some to stay a little longer while developing your younger staff. Here are a few that come to mind:

• Put your experienced employees in a mentoring role with less experienced staff. I’m sure you don’t want all that intellectual capital walking out the door.
• Cross-train your younger staff. Call this a career development program.
• Offer flexible hours or a part-time schedule to the potential retirees, so they can pursue other interests.
• Get employees involved in your orientation program.
• Best of all, ask the employees, young and old, what they would like to see happen and have them get involved in making it happen.

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Thoughts to Ponder

“The way to get things done is not to mind who gets the credit for doing them." - Benjamin Jowett

"Do not follow where the path may lead. Go instead where there is no path and leave a trail." - Muriel Strode

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Hiring Right

Of course it is important to have the right team and that starts with the hiring process. Note, I said “process.” You have to live with your decision, so take your time, ask probing questions, listen to the answers and then followup with any necessary questions for clarification.

Communication Solutions recently gave a good suggestion to avoid hiring a “blamer.” This kind of person usually brings down the morale of your other employees and may even create an environment where others may choose to leave. We know these people. They don’t take responsibility for their actions and blame others for events and behaviors.

What to do? During the interview, ask questions like, “Tell me about a time when a project you worked on failed.” Listen to the response. If you hear words like “they,” “my teammates” or “co-workers” you may be dealing with a blamer. If you hear more about their part in the results (taking responsibility) or what they did to resolve the problems that came up, then you have a better chance of having a team player.

Another item I hear from employers when they are hiring is that they want someone who is willing to learn. How can they find that out? Easy; ask, “What is the next thing you have to learn?” If the answer is “nothing,” you have the answer to your question.

I think this is a good question for me to ask potential clients. Or, if it is reframed and you ask yourself, you have just arrived at answers to questions as to why employees may act defensive when you tell them about an error or are unwilling to learn new things and ways of working. You may have created a culture that fosters this behavior. Seems to follow with hiring a blamer—are you one?

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Communication and High Performance

A September 2005 study by Wilson Learning Corp. found that leaders need to be versatile to be successful. They particularly need to be good communicators. "Good communication skills between managers and employees are associated with more success in sales, negotiations and many other areas."

Seems like old information? Yes, but some things never change. No matter what the relationship, work or personal, communication is always key. There is always room to learn.

In a recent Webinar the Bresnahan Group conducted, we discussed this and the impact that it has on work expectations and performance. Talk to your employees not only about your expectations but theirs’ too. Someone has to start the conversation — why not you?

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Responsibility-based Organizations

Learn more about how to achieve your organizational vision and accountability by going to our affiliate website, www.integroleadership.com.

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Webinar

Sign-up for our Webinar in October on “Maximizing Your Strengths” or buy the CD. All the details can be explored on our Webinars page.

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More Information

For more information about any of these topics contact us at 505-922-1973 or email BresGroup @ 4u.net.

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