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Does your company inspire evangelical status?
July 30, 2008

Each decade brings forth companies that are known for their work environment.  Perspective employees clamor to work for them, and they are able to choose the best, the brightest and the most dedicated (think Apple, Google, Microsoft, SAS, Wegmans).  Cult status is achieved while employees dine on $2.50 gourmet meals as a grand pianist plays to them, soothing their tattered nerves from working long hours.  Child care is provided, volleyball teams are created, and novels are spawned about the company where lessons are not only learned, but become life tools. 

But what, really, creates this magic?  What do these companies have that others simply cannot achieve no matter how hard they try?  Having worked at both types--and helped create evangelical hype--I have listened intently to the masters as they discuss their vision for their companies.  It's less about what the company produces, and more about how they produce it.  It's not just about perception, it's about creating a reality. 

Is it easy?  No.  Great leaders inspire people to move mountains, fight battles where their lives are at stake, and put their jobs before the things that should matter most (ie, their families, their health).  You're either born with this trait, or you're not. But you can learn to create a work environment that fosters loyalty, excitement, and profitability.  From my years of taking detailed notes, here's what I've gleamed from their expertise:

1. Know your story.  Who are you?  Why did you build your business?  What gets your out of bed each day?  Why should your employees get out of bed each day?  What's in it for them?  Why should anybody care? Understand the emotional element of it, and you know your company's worth. Share that story with others and nurture it.
2. Communicate. Sounds simple, doesn't it? I'm astounded at how many companies forget to do this and they horde the information their employees need to do their jobs more effectively (for example, acquiring another company, putting a division up for sale, moving to a new office, a manager retiring, etc.). By bringing your people into the mix--by including them--breeds loyalty because they feel like they're a part of the equation. Don't communicate and people start looking for new jobs.
3. Create a work environment that allows flexibility. SAS believes in 35 hour work weeks, Hatch Early Childhood allows people to bring their dogs to work and wear flip flops, IBM allows their employees to telecommute. Each company is different, but establish the boundaries. Many managers believe if they're not watching their employees every step, their employees won't work. I have to remind them they're running a business, not a daycare, and to let their "children" run free to do what they're hired to do. Studies show that employees actually work more hours more effectively when they work out of their homes (where bosses are not hovering). Remind your managers to let go of their death grips or their teams will be dusting off their resumes.
4. Reward accomplishments. Great leaders, and great work environments, share the kudos for their success. Rarely does anybody run a company successfully single-handedly (show me one who does and I'll show you a fantastic narcissist). Giving praise frequently, when it's appropriate, privately or publicly, makes employees happy. And happy employees perform even better.
5. Offer good benefits / perks. Whether it's top notch health care, extra weeks of vacation, days off for mental health, flexible hours, bonuses, closing the office for holidays...whatever you decide, make sure they're competitive. Ask your employees what they'd like and incorporate as many of them as you can. I'll select a job making less money if the company supplies good benefits and a good environment over one with a large paycheck and political atmosphere any day.
6. Use your customers. If your employees are happy, they extend this to your customers they work with every day. This in turn, spreads the good vibes even further. People start telling others and they in turn tell 10 more people. Bring your happy customers into the fold and they will give good testimonials, which helps those on the fence to tip in your favor. Good begets good. Spread the joy. Get them involved in feedback about your products while in concept stage, ask for their input on your website, thank them for their time, and overall engage them. They're the second reason you're in business (the first is your good employees).
7. Champion change. Proctor & Gamble is changing the way they're tackling difficult issues. Too many processes hamper change, and how a company responds to change is what makes them great. Processes are needed to make everyday function, but getting bogged down and fearful of change keeps the company flat. If the senior management adopts and champions change, so will everybody else. The best ideas and products come from people you'd never expect.
8. Listen and observe. The best leaders are those that not only listen to what's being asked (and said), but can take that information and relate it to what they're thinking. If you really want to be inspired, visit a daycare and ask a child their opinion. Children think without filters and see the world for what it is. As adults, we forget that.
9. Market successfully. This is your signature, your calling card (know your story - see #1). Work it brilliantly and you've conquered 90% of the battle over your competitors. Ignore it and you have to work 100% harder than necessary.
10. Lead by example. Be the change you want to see in your company.

Posted by Suze Bragg on July 30, 2008 | Comments (4)