The Price of Loyalty
Sean like his job and probably would have stayed. But nobody ever told him “Thank you” for his efforts. That’s why he could accept a job offer from a competing firm with a clear conscience. He was pretty sure he wouldn’t be missed. He was even more sure no one knew the extent of what he did.
“Why should I say, ‘Thank you’,” Sean’s boss asked me in an offended tone, “when people are just doing their jobs?”
I explained that Sean’s departure was unnecessary and expensive. Over a two-year period, the firm would spend three times his salary in lost knowledge, lost supervisor resources spent training new hires, and diminished work efficiency during their learning curves.
It’s a hard fact of working with people. All of us thrive on appreciation, but it must be sincerely expressed and concretely articulated.
No one wants a rote, forced, or begrudged “thank you.” Parents aren’t satisfied when their children receive a gift and grumble, “Thanks.” Nor are employees satisfied when their supervisors offer a half-hearted “thank you” because the consultant told them to. Our tone always communicates far more than our words. No one is fooled by wooden “leadership” techniques.
So how do you say, “Thank you” and mean it?
The key is to be specific. Articulate what a person has contributed and how that contribution made a difference. No simple forumla can substitute for sincerity, but try completing this sentence:
“Thank you for (what you did . . . and describe what they did in specific, concrete detail), because (it made this particular and measurable difference).”
When you articulate the “what” and the “how,” you demonstrate that you recognize the person, see their efforts, and understand their value to your company. It isn’t a leadership trick. Your capacity to recognize others and your commitment to articulate their value is simply good leadership. It enhances your credibility.
When you hold a position of power on the organizational chart, your leadership style should encourage a working partnership with the people you supervise. Verbalize your respect for them—and their work—in the form of specific appreciation.
Sean didn’t need to be stroked with thank-you’s. Neither do the people who work for you. But they do need to be recognized, valued, and respected as meaningful contributors to the success of your company. When you consistently recognize and appreciate the efforts people make in your company, you will be surprised how hard they will choose to work.
