Loyalty? What Loyalty?

“Leadership is a two-way street, loyalty up and loyalty down. Respect for one's superiors; care for one's crew.” -Grace Murray Hopper

In my day-to-day work I talk to people on all rungs of the corporate (and not-so-corporate) ladder. I hear the same complaints and issues again and again ... "There's no loyalty."

BIG red flag!

Employees say their company leadership...

• has self-servingly mismanaged resources,
• is out of touch with what the staff is going through and
  
• now expects the "grunt workers" who are "lucky to have a job" to pick up the slack and perform at close to unachievable levels for little or no reward.
  

These employees are

• burned out,
  
• distrustful,
• constantly worried about their future and
  
• see no relief in the near future.
  

While they were able and willing to do what was necessary a year ago, their patience and faith is wearing thin. I hear them say "As soon as this economy turns around I may not be here anymore... So if you hear of any jobs out there for me, let me know!"

Employers say they've stretched to retain employees through tougher times and now expect a return on their investment:

• higher output,
• more dedication,
• team effort.
  

They need to remain viable in order to retain much needed clients ... to be able to retain much needed staff. While they were able and willing to keep motivating staff a year ago, their ideas and direction are flat-lining. I hear them say "We hope this economy turns around soon. We'll see what happens... or I may be coming to you for job!"

The end result looming just around the next economic corner - Utter Chaos!

In struggling companies, you have 4 generations of workers processing in 4 different ways and NONE of these look sustainable:

• The Golden Generation: "I'll cut my hours down. That's my contribution. I just need to keep my benefits the same and make sure I get my pension."
  

• The Baby Boomers: "I'll stay with these yahoos long enough to rebuild my portfolio and I'm gone ... and I'm taking everything I know with me!"

• The Gen Xers: "I'll gather all the knowledge and experience I've gained, lay it out on the table and, if I don't get the position and compensation I deserve, I'll go someplace that has better leadership."

• The Gen Y's: "I can get a better job anywhere that's easier, gives me training, career opportunities, flexibility and respect. If they don't appreciate me, I'll move back with mom and dad."

Yes, these are generalizations, but there's a running theme through each - lack of trust, self-centeredness and NO LOYALTY.

Now, there ARE companies who will weather this next turn of events well.

These are the companies who have

• established a vision, mission and values,
  
• gained "buy in" on all these among staff,
  
• created a culture of active vision, honesty and integrity, and
  
• remained TRUE to the course they have established.

Yes, we all have to take detours, but the detours these companies have taken have these characteristics:

• kept the vital core ideals intact,
  
• been communicated openly with the full team and
  
• rewarded loyalty with much more than "You're lucky to still have a job to come to."

These companies have realized that their greatest competetive advantage is innovation and service. That innovation and service comes from their employees. They have worked hard to create an environment that is sustainable now and in the future through:

• careful hiring,
  
• full accountability of both staff and management (fair and proactive performance reviews, organization surveys and 360's)
  
• open communication in BOTH directions
  
• S.M.A.R.T. goals for each team member
  
• steadfast vision
• regular rewards for feedback, ideas and achievements
• elimination of problem people (including back stabbers and brown nosers)
• alignment with good customers who have similar values

So ... before the economy takes any more turns, carefully review your team. Ask yourself these questions:

1. What will happen if any of these team members leave tomorrow?
2. What will it take to make each team member feel appreciated, needed and vital to the team?
3. What makes these people tick? Who are they and what truly motivates their life decisions?
4. How can I re-align our team with the vision and mission of the company going forward or does that vision and mission need to be refreshed to clearly reflect a better, more sustainable direction this team can buy into?

Just remember ...

“Low morale plus low loyalty equals high turnover. That can hobble a company.” -Karen Carlisle