Gary Winters

Coach  Workshop Facilitator Author

Why are people loyal to their organization?

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:

  1. Opportunity for advancement
  2. Control over work content
  3. Flexible work hours
  4. Fringe benefits
  5. Job security
  6. Nature of the work itself
  7. Open communication
  8. Salary / pay
  9. Size of the organization
  10. 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:

  1. Open communication
  2. Nature of the work itself
  3. Control over work content
  4. Job security
  5. Stimulating work
  6. Fringe benefits
  7. Flexible work hours
  8. Opportunity for advancement
  9. Salary
  10. 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.

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.