What Does Your Staff Really Want? Part 2
By Nickie Freedman, PHR, Sat Dec 10th

The 2005 "Best Places to Work" program study showed that,contrary to popular opinion, employee satisfaction didn't dependon salary. The most given answer as to what makes a company agreat place to work is employee empowerment.

And what constitutes employee empowerment? I believe it comesdown to a few basic principles, the second of which is thecorporate culture.

CREATE A CULTURE

In the book "Guts!: Companies That Blow the Doors Off BusinessAs Usual," authors Kevin and Vickie Freiberg discuss businessesthat replaced traditional corporate cultures with those wherefun and creativity dominate. The book examines 15 successfulcompanies and the leaders who not only operate their companies"in an unusual way," but who have also defined their businesses"in terms of a cause." What companies do they highlight?Southwest Airlines, SAS Institute, and Cisco Systems, Inc., toname a few.

"Most companies are built on a model of control," Freibergexplains. "But if you treat people like adults, they'll act likeadults."

According to Freiberg, Herb Kelleher of Southwest Airlinesencouraged his employees to convey an atmosphere of fun in theworkplace and on each airplane. Kelleher encouraged input fromall employees, be they pilots or baggage handlers. As a resultof one suggestion, the company decided to issue its quarterlyprofit and loss statements in language more befitting a comicbook than a dry, financial document. The only major protest tomaking this radical change came from the chief financialofficer.

While some partners may say that what works for SouthwestAirlines probably wouldn't work for them, Freiberg thinks mostpeople aspire to that level. And when they hear him talk aboutreal companies and real people, "far more often than not, peopleget jazzed," he says.

What's the definition of a culture? Shared beliefs, values, andgoals, all considered collectively.

* What's the culture you want to create? It's probablethat most firms wouldn't go for the "atmosphere of fun";however, what about a firm embodying one of the followingcultures:

oultimate client service

obeyond professionalism

ocommunicating commandos

ohighest ethical standards

oatmosphere of teamwork

oculture of accountability

ohigh tech

othe hippest firm in town

Those are just a few thoughts; every firm will have its ownideas. The important point is to decide what type of cultureyour firm wishes to embody, and then focus on that goal.

* How to decide on a culture? First of all, it has tomake sense. Would a probate practice want to have a high-tech,hip culture? They would probably be better off concentrating onclient service or professionalism. The culture for your firmwill probably be evident to you if you think about what thefirm's goal is for their overall image. As a matter of fact, ifit isn't obvious or doesn't jump out when you think of thefirm's image, a business

consultant is needed to help the firmbind their image and message together because there is adisconnect happening.

* Commit to the culture. Are all the partners inagreement on the cultural change or are some of them going intothis idea kicking and screaming? If there's more than 15%holdout, a big problem can develop. Before deciding on a bigcultural shift, ensure buy-in from the major players in thefirm. Once everyone sees they're committed, change will beeasier.

* Focus on the cultural goal. This does seem obvious,doesn't it? However, it's funny how little things can seteveryone off track. An 'ultimate client service' culture can bebetrayed easily if the firm decides to cut back on staff.Without staff, client service declines sharply. If that focusingon the cultural goal? Or let's look at an 'atmosphere ofteamwork'. Attorneys are forced to do continuing educationbecause of their state requirements. Is staff also involved ineducational training? If not, that doesn't put them on equalfooting with the attorneys and they don't feel as valued. Notexactly a great way to enhance an 'atmosphere of teamwork', isit?

* Make activities consistent with the culture. Consistency is the key to building a culture. If SouthwestAirlines suddenly decided to dress all its flight attendants inblack business suits and speak formally to the passengers, itwouldn't make sense. They would be betraying the atmosphere offun they've created and are known for all over the country.People know when others, including companies, are true tothemselves and their cultural identity. When a company goesagainst its culture, it loses credibility with the public. Ittook Wal-Mart years to recover when the public found out that,during their 'Buy American' campaign, they were actually buyingproducts from foreign countries.

* Include everyone. The key to creating a culture is toinclude everyone in every position on the training, benefits,ideals, goals, and achievements. A culture is all-encompassing.If only the attorneys are involved, then there is no culture forthe firm - only goals for the attorneys. Staff can make or breaka firm; help them make you by including them.

* Ask for input. If everyone is expected to be part of aculture, they should also be included in the planning stages.Ask for input from anyone that's expected to be part of theprocess. You'll be surprised at the innovative ideas that aresuggested. This doesn't mean that all ideas are implemented;however, it shouldn't matter where the good ideas originate.

Employee empowerment really is the recipe for a high performingorganization. Committing to a corporate culture is the secondingredient in the mix.

About the author:Nickie Freedman is a professional speaker, business consultantand trainer. She is the founder and principal of Legally Large,a training and consulting company dedicated to helping firmsrise to their next level by optimizing what they already possess- their people and their processes. Contact her viahttp://www.LegallyLarge.com or 512.791.9644.