Employee Loyalty

Generation Z Dreams BIg

socially-responsibleMoney.com just recently published an article “The Surprising Thing Gen Z Wants to Do with its Money” and I was happy to read “an astounding 97% of post-millennials believe they will one day own a home; 82% say it is the most important part of the American dream”.
This can be attributed to several things – including growing up during a recession, the wisdom of parents who include their children in financial discussions, and the new drive in education to set kids free with more of a foundation in money matters.
The article goes on to divulge that “three in five teens have already begun saving” – a very impressive feat.
Dreams of owning a home and dedication to saving lend themselves to the assumption that members of Gen Z’s career goals will be motivated by money. Research shows the contrary. As we begin to learn more and more about the aspirations of Gen Z, their entrepreneurial spirit shines through. They value honesty, in-person communication, and a manager who listens more than a higher salary.
As we begin to see Gen Z in the workforce, it’s important to remember, they’re motivated, they have dreams, and they have needs. As managers we need to be aware and responsive to these needs.

Dianne DDD-Queen-of-Loyalty-2011urkin is president and founder of Loyalty Factor, a specialized consulting and training company that enhances employee, customer and brand loyalty for some of the nation’s most prominent corporations and many smaller businesses. Durkin has over 25 years experience in finance, direct sales, international marketing and training and development.

Dianne’s proven expertise lies in helping companies quickly get to the core issues and outlining their impact on the organization’s profits, productivity and people. She authored “The Loyalty Factor: Building Employee, Customer and Brand Loyalty,” and the newly released “The Power of Magnetic Leadership: It’s

Do you have the characteristics of an effective leader?

 

GenY

Brad Lebo recently published an article in NHBR’s Business Services Guide 2015 titled, “Do you have what it takes to be a good leader?”

His article highlights 9 characteristics of effective and sustainable leadership and I felt it would be a good exercise to see if you have what it takes. Ask yourself, do I????

1. Have the courage to imagine and act on a vision, reject the status quo and take risk?
2. Can I quiet doubt and worry?
3. Do I care for the interests of self?
4. Do I care for the interests of others?
5. Am I able to navigate competing interests?
6. Do I know how to benefit from feedback from a partner or team?
7. Do I know how to hold myself and others accountable to reasonable goals?
8. Can I effectively communicate a vision to others?
9. Do I possess the ability to influence and motivate others?

Focus on those characteristics where you feel you fall short. Nailing them all is the sign of a great leader!

Dianne Durkin isDD-Queen-of-Loyalty-2011 president and founder of Loyalty Factor, a specialized consulting and training company that enhances employee, customer and brand loyalty for some of the nation’s most prominent corporations and many smaller businesses. Durkin has over 25 years experience in finance, direct sales, international marketing and training and development.

Dianne’s proven expertise lies in helping companies quickly get to the core issues and outlining their impact on the organization’s profits, productivity and people. She authored “The Loyalty Factor: Building Employee, Customer and Brand Loyalty,” and the newly released “The Power of Magnetic Leadership: It’s

Essence of Trust

 We all seek to be trusted and are attracted to those we trust.  But it begs the question, what is the essence of trust? 

Trust is about safety.  The presence of trust, in organizations, creates the feeling of confidence – a secure knowledge that our behavior, our work and our performance will be evaluated in an objective, rational and consistent way.  It means we need not fear a subjective, arbitrary or personal attack that would threaten our reputation or stability within the organization – or worse, our self-esteem. 

Trust is the comfort of knowing we’ll be treated fairly if we simply do the right thing.  What solidifies this feeling of safety is experiencing it consistently, to the point where it is predictable.  We can count on it.  Then, and only then, are we freed up and fired up to do our best work.

How do we build a trustful place of our followers?  As Barry Posner writes in Leadership Challenge, when it comes to building trust:Team Huddle

  • Leaders must “go first” – you must model the way.
  • Leaders should always act trustworthy – this creates trust.

Don’t wait for others to demonstrate their trustworthiness for you to trust them.  Embrace your role as a leader and be the trustworthy model that leads the way!

 

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Dianne Durkin is president and founder of Loyalty Factor, a specialized consulting and training company that enhances employee, customer and brand loyalty for some of the nation’s most prominent corporations and many smaller businesses. Durkin has over 25 years experience in finance, direct sales, international marketing and training and development.

Dianne’s proven expertise lies in helping companies quickly get to the core issues and outlining their impact on the organization’s profits, productivity and people. She authored “The Loyalty Factor: Building Employee, Customer and Brand Loyalty,” and the newly released “The Power of Magnetic Leadership: It’s Time to Get R.E.A.L.

Information Exchange – Being A Persuasive

 

People who try to persuade others usually think to say please and thank you, but it takes much more than that to overcome the most significant obstacle: resistance.  In his book “Being a Persuasive”, Ken O’Quinn acknowledges resistance is at the heart of persuasion; without it, there Is usually no need for persuasion.

Here are some tips to handle resistance:

1. Acknowledge the Resistance – If the audience is already resistant, be candid about it and address it up front. Say, “I realize you might be reluctant to,” or “I understand your concerns about.” By treating their opinions with respect, you are validating their feelings and opinions, and the empathy helps to create an emotional connection.

2. Change the Frame of Reference – People evaluate information differently depending on which element they are focusing on.  You can rearrange the elements of your proposal to emphasize the positive attributes.  When people eating hamburgers were told that the meat was 75 percent lean, they gave it a higher grade than did a second group (eating the same meat), which was told that the meat contained only 25 percent fat.

3. Change the Comparison – People evaluate options with a comparison point in mind, and you often can persuade them to accept an offer depending on what they are comparing it with.  For example, a group was having a difficult time selling cookies for $.75, so it puts on its sign “reduced from $1 to 75 cents,” and it sold many more.

4. Remove the Audience’s Reluctance – LL Bean outdoor clothing and sporting goods dealer built a global reputation on its satisfaction-guaranteed customer service.  Among other things, customers can return produces, even without a sales receipt.  This guarantee provides an assurance to the customer who might be hesitating to buy but decides to do it, thinking, “I can always return it.”

5. Demonstrate Your Credibility – People often decide how to respond to a persuasive appeal based not on the content of the message but on whether they view the communicator as credible.  And two factors people use to judge credibility are expertise and trustworthiness.  Communicate your expertise in your message.  This can include citing well-known experts in the field.  When you refer to credible sources, your message becomes more persuasive.

Call Loyalty Factor at 603-334-3401 today to schedule an in-house training program: Tackling Resistance and create a culture of engagement in your organization!

 

Stages of Change

socially-responsible

 

While consulting I often encounter employee issues that tend to arise as changes are introduced into an organization. Change management has always been an issue of debate among scholars: How can employers create suitable conditions for a successful change process? And what can employees do to get through it?
By nature, human beings tend to resent change and resist it strongly. The whole process can be very distressing to employees and negative emotions (or reactions) could stem out of it. It is very important to recognize the different stages of change and anticipate the impact in order to take preventative measures.
1. Denial: employees fight it and strive to defend their status-quo at this stage.
2. Anger: employees realize they cannot possibly avoid the new occurring and organizational change. Insecurity, lack of self-esteem and chaos are the main highlights of this stage.
3. Dejection: By this stage employees have realized they cannot have the old ways back and they have no other choice but to let go of them. The anger is now translated into remorse and despair.
4. Acceptance: This happens when employees are finally acknowledging the fact that this change is bound to happen. They are now starting to reflect on the new ways and removing old hurdles from their way.
5. Learning and Development: This takes place when employees finally realize that this change could actually improve their upcoming prospects and decide to focus their efforts in absorbing it and moving forward.
As you are implementing changes, consider these stages and allow employees to move through them. The end result with be better for everyone!

 

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Dianne’s proven expertise lies in helping companies quickly get to the core issues and outlining their impact on the organization’s profits, productivity and people. She authored “The Loyalty Factor: Building Employee, Customer and Brand Loyalty,” and the newly released “The Power of Magnetic Leadership: It’s Time to Get R.E.A.L.”

 

Leadership and the Art of Struggle

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Leadership is often a struggle.  Often leaders feel they are supposed to be perfect or at least perfectly capable of dealing with struggle.  But, of course, no leader is perfect.  All human beings have their own unique flaws and frailties.  And, struggle is a natural part of leadership. 

 

Instead of denying struggle, or feeling some degree of shame, Steven Snyder in Leadership and the Art of Struggle explains how savvy leaders embrace struggle as an opportunity for growth and learning, as an art to be mastered.  They come to see struggle as a universal rite of passage without allowing themselves to become mired in it. 

 

There are three fundamental conditions that determine the nature of the struggle and serve as its defining elements:

 

  1. Change.  Every struggle is triggered by some type of change.  External change always carries with it seeds of opportunity and growth.  The struggle may come from discerning the best way to take advantage of those opportunities or how to do so with limited resources.  In other cases, change comes from deep within a leader’s inner world.  As the heart and the mind expand to take in new ideas, feelings and perspectives, struggle comes from the process of clarifying newly emerging values and identity.
  2. Tensions. The process of change creates a natural set of tensions. Tension points stem from individual and institutional traditions (past) and aspirations (future) as well as (outward) relationships and (inward) identity.
  3. Being out of balance.  All leaders need some way to anchor and balance themselves in times of turbulence when forces beyond their control begin swirling around them with chaotic intensity.  Leaders use a variety of practices to remain centered and grounded, including:
  • Diet and exercise
  • Connecting with something greater than themselves
  • Deeply connecting with nature
  • Journaling
  • Their own unique blend of these practices and others

              

               One particular practice seems to function on a higher plane, transcending these other more traditional approaches.  This is the practice of mindfulness.  The central focus is self-awareness.  Through the practice of mindfulness, we learn to objectively observe ourselves during stressful situations – as if both experiencing the situation and simultaneously watching ourselves.  The simple reflective act of naming our emotions as we experience them grants us a new power to more intentionally choose how we respond.

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As you grow in your leadership role, navigating the struggle will elevate your leadership success.  Dianne Durkin of Loyalty Factor has years of experience mentoring leaders as they navigate various struggles in their career.  For more information or to engage Dianne Durkin, contact Loyalty Factor at 603.334.3401.

An Employee Would Work an Extra Week for an Incentive Program

CommunicatingEmployees Would Work an Extra Week for an Incentive Program

Staples Advantage, the business-to-business division of Staples, Inc., released the results of a survey that found one-third of office workers would be willing to put in an extra week of work each year if it meant their company would implement an incentive program. Respondents at companies that already have such programs say they are:

• More Valued (85%)
• Happier and More Motivated at Work (70%)
• More Loyal to their Company (65%)
• More Productive and able to get Better Results (60%)

A staggering 70% of employees at companies without incentive programs say they’d love to work for a company that has one. In addition to working an extra week each year, these employees would be willing to make other sacrifices if it meant their company would implement an incentive program – 30% say they would take on extra responsibilities, and more than 40% would be in favor of forgoing the annual holiday party.

What is your organization doing to implement incentive programs? For help in implementing creative, cost effective programs, contact Loyalty Factor at 603-334-3401.

ESM: Engagement Strategies Magazine, Nov/Dec 2011

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Dianne Durkin is president and founder of Loyalty Factor, a specialized consulting and training company that enhances employee, customer and brand loyalty for some of the nation’s most prominent corporations and many smaller businesses. Durkin has over 25 years experience in finance, direct sales, international marketing and training and development.

Dianne’s proven expertise lies in helping companies quickly get to the core issues and outlining their impact on the organization’s profits, productivity and people. She authored “The Loyalty Factor: Building Employee, Customer and Brand Loyalty,” and the newly released “The Power of Magnetic Leadership: It’s Time to Get R.E.A.L.”

The Enemy of Engagement

Business People Group

‘Frustration isn’t an employee issue; it’s an organizational issue.’

 

Frustrated employees represent 20% or more of the total workforce, leading to a major loss in performance, talent and revenue.  Frustration wears down motivated, dedicated employees who really care about their jobs and can’t get the organizational support they need to get things done.

 

According to Mary Royal and Tom Agnew, the authors of The Enemy of Engagement, “Frustrated employees really want to succeed in their role and become aggravated by organizational barriers or a lack of resources.  Managers must ask the right questions and address the issue promptly, or risk losing top talent who care deeply about the organization.”

 

Frustration isn’t just an employee issue, it’s an organizational issue, adding that “Managers must listen for clues and serve as the voice for frustrated employees.”

 

To learn how to engage and empower  by utilizing empathetic listening to identify the frustration in your workforce and to increase performance and profits, contact Loyalty Factor at 603-334-3401.

 

DDD-Queen-of-Loyalty-2011ianne Durkin is president and founder of Loyalty Factor, a specialized consulting and training company that enhances employee, customer and brand loyalty for some of the nation’s most prominent corporations and many smaller businesses. Durkin has over 25 years experience in finance, direct sales, international marketing and training and development.

Dianne’s proven expertise lies in helping companies quickly get to the core issues and outlining their impact on the organization’s profits, productivity and people. She authored “The Loyalty Factor: Building Employee, Customer and Brand Loyalty,” and the newly released “The Power of Magnetic Leadership: It’s Time to Get R.E.A.L.”

Information Exchange: Customer Service is Never Ending. You’ve always got to prove yourself.

Welcome to the Loyalty Factor Information Exchange, a bi-weekly service providing summaries of major publications and books on various management and customer relationship topics. 

 Loyalty Factor has been instrumental in helping companies:

  • Increase Customer Satisfaction by 20 – 33%
  • Increase Revenues by 50% in 18 months
  • Increase Manufacturing Production by 200% in 18 months
  • Simplifying mergers and acquisitions

This weeks InfoExchange highlights some excerpts from an interview with Home Depot CEO Frank Blake, in the recent issue of Fortune Magazine.

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The Oct 7, 2013 issue of Fortune Magazine had an interview with Frank Blake, the CEO of Home Depot.  Excerpts from the article are as follows:

In the last quarter Home Depot blew away the analyst estimates.  When asked about customer service, Blake responded, “It’s never ending. You’ve always got to prove yourself but, it starts by taking care of your associates.”

He says that as a company you have to show that you care about your people and that you have the people’s well-being at heart. This is precisely why even in the housing downturn, the company maintained salary increases, 401K match, and increased bonuses.  Once you show that the company cares, you can then provide training.  The training is focused on helping the associates answer customer questions.

Mr. Blake mostly talked about Home Depot’s core competencies.  He stated it is all about aligning around a few things.  With over 2000 stores and 40,000 associates, he claims it is the ability to very clearly define what the organization wants to do and have everyone align around that purpose.   It is about focus, focus, focus and concentrating on the things that really make a difference.  He stated “Today’s top focus is having as seamless an experience as possible for the consumer whether they are interacting online or in the store.”

Dianne Durkin of Loyalty Factor has a proven track record in guiding leaders through defining their corporate vision.  To schedule a personalized coaching session, contact Dianne today at 603.334.3401.

Information Exchange: Connect, then Lead Part Two

Welcome to the Loyalty Factor Information Exchange, a bi-weekly service providing summaries of major publications and books on various management and customer relationship topics. 

 Loyalty Factor has been instrumental in helping companies:

  • Increase Customer Satisfaction by 20 – 33%
  • Increase Revenues by 50% in 18 months
  • Increase Manufacturing Production by 200% in 18 months
  • Simplifying mergers and acquisitions

Our information exchange this week highlights the articleConnect, then Lead“ by Amy Cuddy, Matthew Kohut, and John Neffinger. This article was published in the July-August issue of the Harvard Business Review.

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In the last info exchange we highlighted Connect, then Lead from the Harvard Business Review by Amy Cuddy, Matthew Kohut and John Neffinger.  One of the key points in developing as a leader addressed “it is better to exercise warmth and be loved than feared.”  In this article we will provide the author’s hints of how to Exercise Warmth & Show Strength.

  • Find the right vocal level.  Speak with lower pitch and volume as you would if you were comforting a friend.  In doing so you signal that you trust those you’re talking with to handle things the right way.
  • Validate feelings. If you show your employees that you hold roughly the same worldview they do, you demonstrate not only empathy but, in their eyes, common sense – the ultimate qualification for being listened to.  If you would like others to listen and agree with you, first agree with them.
  • Smile – and mean it.  Smiling sincerely becomes self-reinforcing.  We tend to mirror one another’s nonverbal expressions and emotions, so when we see someone beaming and emanating genuine warmth, we can’t resist smiling ourselves.
  • Stand up straight. Good posture demonstrates authority and that one should be taken seriously.  Good posture doesn’t mean standing at attention, but rather reaching your full height and straightening the S-curve in your back rather than slouching.

As a leader, once you establish your warmth, your strength is received as a welcome reassurance!  Your leadership becomes a gift to those in your organization.

Loyalty Factor offers programs which teach concepts of NLP plus conscious empathetic listening techniques.  For more information about Loyalty Factor programs, contact us at 603.334.3401 or visit our website at www.loyaltyfactor.com.