Tag Archives: Teamwork

Engage, Empower and Enrich Employees for Increased Earnings

With these types of results talked about in our last entry, with regards to the huge costs of a disengaged workforce, The importance of engagement cannot be understated.


How can you engage your people?


1. Ask & Listen.

Avoid the dynamic of sending down a solution from up high. When you ask and listen, you understand the current status of the situation, and you can engage employees in a process for improvement.


2. Develop the Focus and Strategy for Improvement

If you try to do everything, nothing will get done properly. It is all about laser focusing on key areas for improvement and developing a strategy to address them. The message is very clear: Clearly articulate your vision  and strategy, and help individuals understand how their work contributes to achieve it.


Simplicity for understanding is key.


3. Communicate the Plan to Address the Identified Major Business Improvements

In communicating to employees, make sure you are looking at the communication from their perspective. It is not enough to put the message out. People need to understand it.


4. Build a Team Infrastructure to Develop Business Solutions

Setting up cross functional teams of 6-8 individuals to solve a major business issue brings different skills to the table. The result? You have a better chance of addressing the issues more successfully.


5. Communicate the Improvements that Will be Implemented   

You cannot over communicate. With all the information overload in our lives, it takes a lot of communication for us to breakthrough to our employees. Tell them, tell them what you told them, and tell that to them again.


6. Implement for Improvements    

To announce plans and follow it with no action is a clear message that nothing is happening. It is one of those things that makes employees cynical because it happens so often.


7. Measure Results     

What gets measured, gets done. Measurement is commitment to look at what is working and what is not, and puts an organization on the track of continuous improvement.


Engaged and empowered employees are more productive and efficient in their efforts and provide innovative ideas to solve major business issues.

Contact the Loyalty Factor Team today to learn about how you can benefit from our Strategic Assessment and Alignment  process! We look forward to hearing from you.  




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. 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.  www.loyaltyfactor.com

Info Exchange – Building a Collaborative Enterprise

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

Our information exchange this week highlights the Harvard Business Review Article, “Building a Collaborative Enterprise,” by Paul Alder, Charles Heckscher and Laurence Prusak.    


Four keys to creating a culture of trust and teamwork.


How can you build a collaborative enterprise? The authors Paul Alder, Charles Heckscher and Laurence Prusak highlight there are four keys to creating a culture of trust and teamwork.  


Trust is the foundation and framework of all relationships. The level of trust and respect one creates determines their success with everyone they are dealing with. In creating mechanisms to make trust scalable across the organization, is what this article highlights. Specifically the authors state that organizations must do four things:    

  1. Define a shared purpose that guides what people at all levels of the organization are trying to achieve together.
  2. Cultivate an ethic of contribution in which the highest value is provided to people who look beyond their specific roles and advance the common purpose of the organization.
  3. Develop scalable procedures for coordinating people’s efforts so that management activities become interdependent.
  4. Create an infrastructure in which an individual’s sphere of influence is overlapped and the person is rewarded and valued for the collaboration between the various functions within the organization.


The authors feel these four goals are imperative in building a culture of trust and innovation.