A few weeks ago we talked about ego and how you need it to maintain yourself and not get ripped apart by what the world can do to you. Today we want to talk about pride. The pride in doing a quality job; having a desire to perform at the best of your ability. Instead of focusing on money, successful organizations such as the Marines, Marriott, and Southwest are focused on pride. A pride-based culture is not fixed on monetary rewards that can too easily foster self-serving and self-destructing behavior.
Creating a pride-based culture is unique because it often comes from individuals within organizations—and not from the organizations themselves. That is why, unlike many management ideas, pride building is not a CEO-led phenomenon, but rather a task for frontline leaders, who are the closest to the real work of a corporation. These pride-builders believe that commitment and loyalty derive solely from the relationships that they strike with the people who report to them. So they personalize the workplace, cultivating close-knit communities inside large, often, impersonal corporations.
When they make work personal, pride builders often launch mini-revolutions, breaking the rules set by human-resource departments and getting involved in the private problems of employees. They have a tell-it-like-it-is philosophy of communication, keeping employees informed about everything that affects them, good and bad. And these exceptional leaders may even encourage thinking that pits their group or division against the corporation itself—with the ultimate goal of gaining better performance for the company.
Successful pride-builders often do the following four things
Personalize the workplace
Getting involved in the everyday problems of your people may violate the HR rulebook, but it’s also the single best way to build an emotional bond with your employees.
Always have your compass set on pride, not money
Where motivation is concerned, the journey is more important than the destination. It’s more important for people to be proud of what they are doing every day than it is for them to be proud of reaching a major goal. That’s why it’s crucial to celebrate the “steps” as much as the “landings.” The best pride builders are masters at spotting and recognizing the small achievements that will instill pride in their people.
Localize as much as possible
Don’t wait for your organization or its leaders to instill pride. The best efforts are local in nature. They stem from frontline managers who know their people, their market situation, and the practical realities of their work environment. Besides, what works in one place might not work in another.
Make your message simple and direct
Don’t confuse people with needless complexity. People seldom tire of good stories that stir up feelings of pride. A good story for motivational purposes is one that is honest; it recognizes imperfections and mistakes, it is not a fanciful fabrication of someone’s imagination or wishful thinking. Keep it simple.
Are you ready to change your company culture for the better with this pride-based management style? Connect with us to find an executive consultant today.