In their insightful book, "In Good Company," Laurence Prusak and Don Cohen make this observation about the importance of belonging to individual fulfillment and organizational performance. "Membership implies connection: the trust, understanding, and mutuality that support collaborative, cohesive action. It implies commitment to the group and the work, cooperation, and the willingness to do more for a job that is not ‘just a job.'"
Do your workers feel like simply hired hands or "members" of a special community?
Most organizations pay lip service to the collective well-being and the social aspects of being a part of the organization. Internal competition, group infighting, and Machiavellian political struggles among workers are common place in many organizations. Next Generation Companies on the other hand, channel competitive instincts externally while harnessing their workers' desire for connection. They offer all their employees ample opportunities to connect with their leaders, their co-workers, and even their customers on a personal and emotional level. Harley Davidson regularly brings together diverse multi-generational groups of employees from everywhere in the organization to work at customer events. This practice builds strong relationships and bonds through shared experience.
St. Luke's employs weekly, monthly, and annual rituals to promote bonding among its employees ranging from staff taking meals together to closing down the business temporarily to renew energies and spirit.
Southwest Airlines takes the corporate family metaphor to a new high. The company is full of real families -- married couples, parents and children, siblings. It estimates to have over 750 married couples, or nearly 7% of its total workforce in its employ. Southwest encourages people to recommend family members who might make good employees.
How do your employees feel about your organization and the people in it? Here's a simple test - pick the description that best describes your organization:
Relations among employees and management are confrontational, highly political, and dysfunctional. (DYSFUNCTIONAL)
Stop the conflict. Immediately, fire or demote the worst political infighters in the organization, the higher up the better. Punish selfish behavior and reward those who act in the collective interest.
Relationships among workers and with managers are close enough to get the job done and no more. (ARM'S LENGTH)
Invest in team and trust building exercises and programs. Make time for and encourage rituals, and sponsor and promote social and bonding opportunities inside and outside work.
The work environment allows staff to forge cooperative business, social and interpersonal relationships. (COOPERATIVE)
Increase opportunities for shared experiences. Protect and celebrate rituals that build bonds among employees. Fully support collaborative teaming among staff.
Strong personal bonds and deep affinity among staff for each other and the organization are predominant. (AFFINITIVE)
Keep up the powerful feeling of affiliation by celebrating staff and leaders who model the values of the organization.
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