Employee loyalty may very well be at the heart of the difficulties and challenges managers face. I suspect employee commitment, team effort, and to some extent, reliability and turnover are all related to the loyalty issue.

To get a handle on why we’ve seen an apparent drop in employee loyalty we need to define loyalty. We need to take a hard look at what drives loyalty in the first place. Finally, we need to look at what kills loyalty.  

So what is loyalty?

Here are a few dictionary definitions:

• Faithfulness to commitments or obligations
• A sense of duty
• Devoted attachment to someone or something
• A feeling or attitude of attachment and affection

I came across a blog where employees had responded to a question about loyalty. Their responses were very eye opening. Many people shared their thoughts about loyalty and they boil down to one of the following:

• “Loyalty implies long term commitment.”
• “There is a difference between working hard (job performance) and loyalty (commitment).”
• “Loyalty applies only to the period of time you are with that company.”

 In this same blog, the vast majority of respondents (remember, these are all employees) stated that loyalty in the workplace is dead. Their reasons. . .

• Being loyal has resulted in being taken advantage of by their employer
•  Loyalty is a two way street and employers have demonstrated a lack of loyalty to the employee, so loyalty is withdrawn by the employee
• Loyalty is associated with feeling cared about by the employer. Apparently few employers care, so there is no loyalty from employees.

Some employees feel they’ve poured their hearts and souls into their jobs, only to have benefits withdrawn, wages reduced, and in some cases employees “have been thrown out into the street” through downsizing.

There are several ‘ideals’ that are difficult to repair once they’ve been lost or damaged: trust, respect, and loyalty being three important ones. Each of these ‘ideals’ have a few things in common. First, they usually have to be earned. They also have to be taught. None of us instinctively know how to trust or be trusted, how to show respect or earn respect, or how to show or earn loyalty.

Another interesting aspect of these ‘ideals’ is they must begin with the person in the highest position. For example, a teacher or manager who shows no respect for their students or employees cannot expect to be shown respect.

Let’s take a closer look at loyalty. How does it develop? Think about your own experiences. When have you felt loyal to a company or a cause? What situations or circumstances lead you to feel loyal?

There are several actions managers can take to build loyalty in their companies:

• Include employees. Everyone wants to feel like they’re an important part of the success of the company. Employees want to belong. It’s a mistake to leave an employee, or group of employees, out of certain social or business meetings.
• Build a sense of ‘team’ and camaraderie by getting your employees together for social events outside of work. You might get your staff together to celebrate reaching a goal, or just to get to know each other better. The more often your employees have an opportunity to get together, the more they’ll feel like they belong; and when you belong, you have more of that “feeling or attitude of attachment and affection”.
• Trust your employees. Remember, you must trust first. Most people will live up to trust that is placed in them.
• Expect the best from your employees. People will usually live up to your expectations. If you have low expectations, that’s what you’ll get. High expectations will result in higher accomplishments. Have you heard the saying, “Shoot for the moon and if you miss, at least you’ll land among the stars”?
• Reward and recognize achievement and good behavior. If employees knock themselves out trying to exceed your expectations and don’t receive any acknowledgement for their effort, I can pretty much guarantee they won’t bother again.
• Communicate and keep employees informed. Let them know what’s going on at your level in the business or company. Ask for their input when you have a difficult decision to make. Even if you don’t use their exact idea, it may help you formulate a solution that will work. Let them know what you’re working toward – a goal or a specific target. They’ll feel far more committed to helping you get there.
• Work alongside your employees once in a while. Don’t leave all the unpleasant tasks for them. Working together on something nobody likes to do, helps to create a feeling of camaraderie. Employees are more willing to do those tasks when they see you doing them, too.

Do you want to know what kills loyalty? Think about the opposite of the loyalty builders listed above. Treat your employees like property. Treat them like they don’t have a brain in their heads. Embarrass them in front of clients or customers. Use them. Make promises you never keep. Give them something and then take it away a few weeks or months later, with no explanation.

If you really can’t understand why there is a lack of loyalty within your company, find out why. Ask. If you don’t think you’ll get honest answers face to face, give your employees the opportunity to answer a survey. Bring in an outsider to find out what’s going on and act as an intermediary between you and your employees.

Then be willing to make some changes.

Myth #1:  I can motivate others.

Truth: Motivation comes from inside each individual. My Mirriam-Webster dictionary defines motivation as: something (a need or desire) that causes a person to act.

None of us have control over the needs or desires of others.

I can provide an environment or situation for others, however, where they are more likely and able to motivate themselves.

When you have an employee who doesn’t appear motivated to the extent you’d like to see, have a little meeting with that person. Share your concerns in as open a manner as possible. Avoid a tone of confrontation.

Ask the person to tell you how you can help them feel better about the job they’re doing for you. Ask them why they’re working for you. Tell them you understand if it’s all just about the money. Ask what they’re working or saving towards. Work with them to devise a system where you help them reach their goal in return for them working to help you reach your goal.

You may agree to provide them with some sort of reward for going the ‘extra mile’. Don’t offer anything, though. Ask the employee what they think would be a good ‘reward’, if your conversation takes this turn. They’ll often surprise you with what it is they’d like and it’s usually a lot less than you think.

Employers often ask me how to know what employees are thinking. My answer is always the same: ask them!

 Myth #2:  There are two ways to motivate employees: carrots (rewards) or sticks (punishment).

Truth: These so called “motivators” only work to the extent that a manager understands the needs and desires of his/her employees.

Once again, the only way to know how to help motivate your employee is to get to know them. Your conversation (above) will help you get to know them.

Myth #3:  Money is a great motivator.

Truth: More money is always welcomed. We can all use more money. However, an increase in the pay cheque does not create the motivation to work better and faster, or have more loyalty to the employer. Once an employee’s basic needs are met by the income they earn, other factors begin to play a much bigger role in motivating the employee.

When you ask your employee what it will take to make them feel more motivated in their job, you’ll likely be surprised at their answer. Often, it won’t be about money.

On the other hand, if it is, explore that with them. Ask questions. Work out some sort of arrangement with them. You may be limited in how much you can pay your employees, and keep in mind that you must be seen to be fair to all employees. However, there is often room for customized solutions to motivation.

Here’s a real-life example for you. . .

My son worked for a grocery store in Red Deer, as a ‘customer service clerk’, which meant “every one was his boss”. He hated the job and quit after just a few months. Strangely enough, the managers at the store loved him. When he quit, the assistant manager told him he’d rehire him on the spot if he ever changed his mind.

In hindsight, and knowing my son, if that manager had taken my son up to the coffee room for a talk about what else he’d like to do in the store, my son might still be working there. If the manager had taken the time to find out what he liked and disliked about his job, they might have found a different position that suited him better.

My son was a good, reliable worker, and I don’t think that’s just my opinion. Several staff told me that. What a shame that they just accepted his resignation without question.

Myth #4:  If I do something to help an employee increase their motivation, that something will probably work for everyone in my department.

Truth: Different people are motivated by different things. As a manager, it is your duty to discover the things that provide the environment in which, or through which, an employee is motivated. A wonderful variation on the golden rule is the “platinum” rule: “Do unto others as they would have you do unto them.”

Your Turn. . .

Have you found a motivator that works in your small business? Please share your thoughts with us by leaving a comment.