Nothing lasts forever

The erosion of employer-employee loyalty in the workplace has been the subject of much debate and consternation. Economic downturns make employers appear ruthless when they layoff their workers. Employee infidelity seems to be the norm as workers search incessantly for more lucrative or more fulfilling work. Gone are the days of forty-year careers followed by hefty pensions. Frequent job transitions are the new reality. In observing this shift, many have referred to the “death” of workplace loyalty, claiming that workers are all free agents now.

On one hand, the mobile workforce benefits both workers and business owners. Workers have the opportunity to experiment throughout their careers in order to find their true niche. For businesses, the ease of downsizing affords the flexibility to restructure payroll in order to stay competitive during lean times.

On the other hand, disloyalty places a wall of suspicion between the employer and the employee. In the absence of job security, workers live with underlying stress. Employers run their businesses uncertain how long their top talent will stay on board.

An organisational culture bereft of loyalty is doomed. With too little loyalty, motivation plummets and cynicism threatens to divide workers from the organisations in which they serve. In a climate of disloyalty, backstabbing, second-guessing, and finger-pointing infect relationships and destroy productivity.

So what can a leader do to earn the loyalty or his or her people?

For a moment, let’s examine why we’re loyal in the first place. Generally, we’re loyal to companies for three main reasons:

• the relationships we have in the organisation;
• the values we share in common with the organisation; and
• the sense of fulfillment we derive from our role within the organisation.

Each of these reasons provides motivation for us to commit ourselves to a job.

Inspiring loyalty

People don’t walk away from a job; they walk away from a manager. The best way to build loyalty is by making an effort to know people at a personal level. Find common interests and build bridges into their world. Understand what makes them tick. Reward their successes. Appreciate each person in a way that recognises and validates his or her unique personality.

People will be drawn to the values espoused by your organisation, and they will stick by your side because they share those values. Be clear about values from the hiring process onward. It’s not enough to profess your values; you must consistently walk in step with them. Allow your values to be scrutinised, and give people permission to hold you accountable to them. Explain any behaviour which appears not to align with those values, confront behaviour that runs contradictory to them, and seek forgiveness when you fail to uphold values.

Like it or not, “what’s in it for me?” is the refrain at the forefront of the minds of those you lead. To win loyalty, cast a vision for the future so that each person sees how they will benefit by being part of the team. Be intentional about uncovering each person’s strengths, and, as much as possible, position them where their job duties match their desires. Train, mentor, and stretch every person under your leadership. People respond with loyalty to those who invest in them.