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Wednesday Weeklies- People #1

I started writing this and realized it’s too complicated an issue to tackle in one post. Especially if I want anyone to read it....



I’ll break it down into a few posts. The first one will be on the company’s responsibilities to their employees. This is such a large subject that I’m going to approach it from a very high level. My goal is to NOT write a book here. The next one(s) will be on leading, managing, hiring and firing employees.

I believe there’s a good reason it’s been said our employees are our internal customers. We must be trying to convince them all the time which company is the best one for them to work for. If we do it right, it’s us. If we treated our external customers like we treated our internal ones, we wouldn’t be in business very long- which is why some big, powerful companies are no longer with us. Treat your customers with arrogance, they’ll find someone else to give their money to. Treat your employees with arrogance- same basic result.


While people are complicated creatures, this is not a complicated fix.

Remember the Golden Rule? It’s that simple. In sales, if we want to be effective, we have to put ourselves in our prospects’ and customers’ shoes. This seems to border on impossible for management to do with employees. Too far removed from the reality of their employees’ world? Too little bandwidth to deal with this issue on top of all the “urgencies” around you? Mixed up priorities?


Taking pay and "hard" benefits off the table (those are just a ticket to the game), what’s silly about this whole issue is all the things that make employees want to stick around cost the company NOTHING.

A little extra effort in understanding, showing compassion and empathy and attention. Making someone feel valuable, a part of the team, like they’re contributing.

If your managers are lacking the interpersonal skills and attributes to do these things, you may have deeper issues. Company culture is formed based on the words and actions of those at the top, and if they don’t live this philosophy, neither will anyone further down the ladder. This is reflected in who we hire (and why), why we reward and promote, and how and why we fire.

Added to the benefit of happier, longer-lasting employees is higher profitability.

To Sum It All Up...

This has been proven in many studies- just search for “benefit of treating employees well.” If you could have happier, more productive and low-turnover employees, a more profitable company, a place where it’s a blast work, and it costs you nothing from a financial perspective, why wouldn’t you?

These things are matters for careful consideration, and when you’ve decided what kind of company you’d like to be, you have to be deliberate in setting that up- or changing it if your culture isn’t employee friendly. Once the bar has been set, you must be deliberate about practicing those things that need to be done to maintain the culture.



Work can be so good. We spend so much of our lives there- why is it that the prevalent mindset seems to be that work has to be drudgery? That if we’re doing everything right, getting production means everyone has to be miserable?   It takes just a little tweak in our way of operating to make work a joy and a place where everyone has the opportunity for fulfillment.



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