Back in the 1970s, the leadership of railway equipment manufacturer, Budd Company, invited a select group of their assemblers to take an overnight ride on a train composed of the cars they had built. The leadership simply wanted to provide a bit of fun and recognition for those toiling in the factory. But then an interesting thing happened. Those aboard the train began to examine the “product” they had produced. They discovered missing rivets, windows that didn’t seal properly and other details that left them irritated that the work had not been done to their standards. All of it was within the company’s tolerances, but that wasn’t good enough for them.
Upon returning to the factory, they established new processes to ensure the railway cars they were producing were something they could be proud of every single time. I suspect Budd’s leadership had no idea this was going to happen. They just wanted to provide a reward for some hardworking souls. But there’s a universal truth illustrated here – there is an inextricable link between pride and quality of outcome.
Now, you may be thinking, “Of course there is. There’s nothing new here.” But how do people feel about it on your front line? How much pride do your people feel in the work they do? Chances are, the answer is all over the map. Some are totally invested. Others may be simply there for the paycheck. Then there are a bunch in the middle. If you directly supervise them, you probably know where along the continuum each person falls.
So, how do you build pride in those who don’t display a lot of interest or investment? Make it real. How? Here are a couple of examples:
Recognize little extra efforts – Many times, people toil away without being recognized for how well they’re performing. The key is to let them know that you know. Several years, I became acquainted with the general manager of a resort in the southwest. With 2500 people on his team it was impossible to know how everyone was contributing. Knowing this, he put the word out to his supervisors that when they saw someone doing something right, they should let him know via e-mail or a note to his office. Then once a week, he sat down to write complementary notes to the individuals identified. But he went a step further by mailing these notes to each person’s home. After all, a housekeeper who receives one of these notes while on the job will probably just stick it in her uniform and forget it. A handwritten note from the general manager that arrives at home gets posted on the refrigerator so the entire family can see it.
Share more customer feedback – Too often, customers wanting to share positive comments end up filling out a form on the company website these days. These kudos are then posted on behalf of the entire company. That’s fine, but what about the person the customer actually had contact with? If someone mentions a name, why not track that person down and share the feedback personally? Chances are, they weren’t even aware it was submitted.
You can also do this personally. When someone provides me with good service, I make a point of complimenting them, even if we’re on live chat. I’m not trying to make a big difference, just making the effort to brighten someone’s day. But while it might a little thing to me, it might be the best thing they’ve heard all week. Pride and outcome go hand-in-hand. What can you and your colleagues do to foster more of this connection?