Submitted by bflynn on
This has nothing to do with Manager Tools...and everything to do with MT. A peer gave me a thought when we were discussing his reasons for leaving his last job (over a year ago). Maybe it should have been bluntly obvious already, but for me this was such a novel idea that I wanted to share it.
Employee Loyalty is frequently about loyalty to fellow employees, not about loyalty to the company.
So many things rush out at me when I think about that - people saying "its not the job, it the people". About how I have never felt remorse at leaving a company, but usually felt bad about leaving fellow employees. About how retention really is about loyalty to people. Money won't keep people happy (for long). Organizations aren't the important thing. It comes together in Manager Tools. It is critically important to have a real, honest relationship with people. But, I've never associated it with loyalty until now.
Ok, a little too soft-side maybe - just a small paradigm shift that was too much not to share.
Another thing to support what your saying is how people move from company to company, following their former co-workers and bosses.
"Employee Loyalty is frequently about loyalty to fellow employees..." I know this has been true in my own experience. I stayed with one company for 14 years, because it was a tight-knit group. My last job I left because it was the exact opposite, and the only thing that made me feel bad about leaving was that I one of my coworkers was someone I had known for years from a [i]previous[/i] job. My current job I want to stay at, because I'm connecting with my teammates and that makes me feel fulfilled.
Makes perfect sense - when it's all said and done, nearly the same amount of time is spent with your co-workers as with your family.
The concern would be to [b]NOT[/b] worry about good work relationships as a way to higher retention and productivity.
Great thread, and thanks Brian for starting it. Glad you posted your thought!
I completely agree, with a small twist. I don't think of the company as existing outside the company, so the distinction is often lost on me. I think part of the reason I've gotten there is that I've worked with senior execs, and the way people talk about them to me is such that people in the firm embody the firm in the senior leaders.
This also echoes the fundamental truth I have seen thousands of times: people leave MANAGERS, not companies.