The dot-com meltdowns and tragic events occurring in 2001 and 2003 created an opportunity for businesses in Silicon Valley to build nurturing and growth-oriented work environments.  People's hearts are open to relationships and teamwork now more than ever. We could easily translate this into increased productivity, loyalty and other qualities that help drive customer acquisition and retention.

There are several simple steps I've used in directing customer care organizations worldwide for 20 years, which will ensure quick, dramatic improvements toward loyalty and productivity.

People want to contribute, but fear is permeating our organizations. That fear paralyzes creativity and productivity.

"In business it's all about people. If a company can provide an enabling opportunity for people to stretch toward their aspirations, they blossom, perform miracles and provide the company with the ultimate competitive advantage," says New Focus Inc. founder Milton Chang.

Service

What's the one thing service-oriented people ask for in organizations? Remove the obstacles so they can be fully productive to satisfy internal or external customers.

How do you identify the obstacles? Ask the people involved. Forget surveys. Build one-on-one relationships. This shows people you care and builds trust in downsizing situations.

Motivation

In "Driving Fear Out of the Workplace," researcher Kathleen Ryan interviewed people at 350 companies. All of them wanted to do what was best for the company. However, seven out of 10 would not contribute their creative ideas because of fear of retribution or the feeling that no one cared.

How do you identify the obstacles to motivation? Again, ask the people involved to help identify them. And take it one step further. Be vulnerable enough to tell people what you are really thinking and they will be with you all the way.

Spirit

This is an often misunderstood, yet critical area. Some businesses define spirituality as embodying the values of honesty, integrity and quality work. Webster's defines it as "the vital principle or animating force believed to be within living beings." I interpret "animating force" as the desire to grow.

How do you identify the obstacles to employee growth? 

You guessed it: ask the people involved. Get the idea?

It's all about trust, caring and personal relationships. It's important to ensure each person has at least one area in which they feel they are growing. This also is the key to retention and loyalty. As John Weaver of Wisconsin-based Psychology for Business states, "loyalty and a willingness to sacrifice are based on personal relationships."

There's a model of success emanating from Menlo Park.

Michael Sauvante, chairman of Rolltronics, is committed to sustainability and the triple-bottom-line -- cash capital, human capital (people and community) and natural capital (the environment). All three will be critical to the long-term success of his team and their partners. Sustainability ensures meeting the needs of the present without compromising the ability of future generations to meet their own needs.

It's a breath of fresh air -- and a philosophy that could make a real impact on the pressures our leaders are under to satisfy only quarterly monetary needs.

Want to be thankful over the next year? Show you care and people will respond.

When accused by the press of pushing his player too hard to win, Denver's first Super Bowl coach, Mike Shanahan, replied, "When they know you care, you can push them."

The players knew he cared and they trusted him.

IVAN TEMES is the founder of Leadership and Loyalty, a company dedicated to working with leaders to implement the principles which ensure exceptional service cultures that foster both employee growth and exceptional customer satisfaction.  You may reach Ivan at:

You may reach Ivan Temes at:

Leadership and Loyalty

(650) 494-1526
itemes@mindspring.com