The Wall Street Journal reported a survey of over 4,000 employees in a wide variety of organizations, public and private. Respondents were asked to rank-order what factors contributed to their loyalty to the organization. (By the way, I believe people are loyal to their leader who often represents what they believe of the organization.)
Here’s the list as given to the respondents:
- Opportunity for advancement
- Control over work content
- Flexible work hours
- Fringe benefits
- Job security
- Nature of the work itself
- Open communication
- Salary / pay
- Size of the organization
- Stimulating work
The results may surprise you. When I’ve asked leaders in organizations to predict how the survey turned out, for instance, they invariably place “salary” in the top three.
Here’s the actual results:
- Open communication
- Nature of the work itself
- Control over work content
- Job security
- Stimulating work
- Fringe benefits
- Flexible work hours
- Opportunity for advancement
- Salary
- Size of the organization
The good news is that as a leader, you have enormous influence over the three most important factors – open communication, the nature of the work itself, and control over work content.
Clear, honest communication is critical, and obvious. But what can you do about the nature of the work itself and the work content?
Great leaders elevate their people with their passion for the work – the reason it’s important, the difference it makes in the world, and how everyone’s contribution helps the organization actualize it’s vision.
Think about the people who volunteer their time to stuff envelopes for a political campaign. I doubt most of them do it because they love the nature of the work itself. No, they do it because they are inspired by the vision of a better world. (And, by the way, clearly they aren’t doing it because of the salary!)
What about work content? This is where the issue of “micro-managing” rears its head. Great leaders empower, others delegate without letting go of the details. Remember the adage “What does down, how goes up.” Your role as the leader is to paint the broad picture of what needs to be done. Their role is to determine how it gets done. When you stick your fingers too deeply into the “how” people react with resentment. Coach them, to be sure, and then let go and trust that they will find the way to get it done.
By communicating freely and honestly, helping people see the value in what they’re doing, and giving them the freedom to manage their tasks themselves, you will be leading and inspiring fierce loyalty from your team.
