The winter is upon us, the days are shorter, and the holidays are quickly approaching. This time of year can be full of joy, but it can also be a time of stress as people are busy both professionally and personally.

Consequently, it's a great time for leaders to make sure their people feel valued for the work that they are doing. Especially during this hectic time of year, letting employees know the impact they are having on company success helps them see the importance of their work and eases feelings of being overwhelmed by tasks.

A strategic recognition program that ties employee behaviors to the company strategy is a great way to show appreciation and also share success/best practices across the organization. Unfortunately, many companies resort to reward and recognition programs that simply don’t work. Note that I reference these programs as reward first. These programs have a fundamentally flawed view of human behavior that focuses on the carrot and the stick. Well, what happens when the carrot is removed? The truth is every person in the company should be recognized, even if only a few are actually rewarded. To truly achieve both short- and long-term performance successes, companies should implement recognition (first) and reward (second) programs that make it easy for all employees to participate.

So why do reward programs fail? Most fail for at least one of three reasons:

1. They are too exclusive, leading to limited participation
2. They are difficult to manage (beyond sales incentive programs)
3. Too much focus is placed on financial targets at the exclusion of the right behaviors required to hit targets

Reward programs can work if they are driven by the spirit of recognition and are less focused on the reward. Here are some solutions to rejuvenate your recognition efforts, or to help guide a new initiative:

1. Make the recognition program about the company strategy and key objectives and provide detailed behaviors that employees should be doing. Don’t make it just about company or individual financial goals. Make sure employees understand the strategy, objectives, and behaviors; are committed to achieving them (true belief, not just lip service); and know how to take action to achieve results.
2. Ensure both employees and leaders focus on finding successes and sharing them with others. Individual successes that lead to company results are critical input for any recognition program.
3. Determine a reward that fits well with your culture. Money is the not the number one motivator for the majority of employees. While both cash and non-cash awards have a place in the employee compensation mix, it’s important to stress that cash can be an ineffective motivator. In most cases, it simply will not energize people to reach beyond their basic job requirements to achieve good results.
   

A peer-to-peer recognition program is the best investment you can make in your people. By peer-to-peer, I am referring to any employee recognizing the good work of others (behaviors in alignment with the brand strategy) up, down, and across the company. When done right, peer-to-peer recognition will focus on behavioral outcomes and not just end results. Employee behaviors that are powered by the brand strategy of the company should be what you encourage others to achieve. Behaviors are visible. Your coworkers can see if you are doing the right things. When they do, they should have a way to recognize you. If you don’t tie your recognition program to behaviors, witnessing activities worthy of recognition can become very subjective and ineffective.

Employees who look for and recognize the right behaviors being done by others typically understand the why behind the strategy. They get the company’s philosophies, brand values, and core beliefs. In most cases, these individuals have more of a passion for action: they are focused on doing. A sound peer-to-peer recognition program encourages employees to do the behaviors that bring the brand to life and helps a company highlight the behaviors and the impact employees have on business results.

Recognizing employees will not only help them to be successful, but will help those that work with them to benefit from their success rather than be impacted by their stress, not only during the holidays, but all year round!

My recent flight home on Continental was great, like it always is... Continental consistently delivers a good experience. This got me thinking about the importance of consistency and specifically about a time when my colleague, Patrick, and I were meeting with a prospective client.

During this meeting, we asked a lot of questions about the prospect's business, the current challenges he was facing, and the solutions he was considering. He asked us a lot of questions about our company, Brand Integrity, and organizational branding. After about an hour of this back and forth, he asked "If there is one thing that I need to take away from this meeting about brand-building, what would it be?"

Patrick and I looked at him a bit perplexed. His question seemed so simple to us. We were both shocked that we had not been asked it before. He pressed on, "What is the one thing that matters most to ensure a company can build its brand to drive profits? Is there one thing?"

Patrick and I looked at each other and back at the prospect. Then we each got a piece of paper and wrote that one thing down. Both of us passed our papers to the prospect and, sure enough, we had written not only the same idea, but the exact same word: consistency.

Consistency is so important to a strong, sustainable brand that I always tell clients and leaders "consistency is king." Consistency is so important, I had it personified with an image in my book. The king is a reminder that if you want to develop a strong brand for your company, then employees must be in a position to consistently deliver results for customers. Without consistency, your company won't be able to drive the experiences employees and customers want and will end up being another one of the masses rather than a "king" ahead of all the rest.

Why do I always feel obliged to pick on the airline industry? Well, because the airlines make it so easy. However, there are a few in the airline industry that truly understand the importance and power of a strong brand. As one client leader from a large telecommunications company said to me, "It's just about sucking a little less than the competition."

As most airlines have experienced, it's actually really hard to "suck less". The airlines that "suck less" are the ones that recognize that its people and the processes and behavioral ways that they've been trained on are proprietary to the company. The behaviors are personal and it shows.

Take JetBlue for example. Are they perfect, no, but are they consistently better than the competition, no question about it. Let me share with you a recent, yet very typical, experience designed into the workforce at JetBlue. Aside from the fact that the check-in staff, gate employees, and flight attendants are almost always overtly kind and friendly, JetBlue pilots also get into the service side of the action. It is not uncommon to see a pilot help out with the cleanup inside the plane in order to speed up the turnaround time.

On one particular flight I was on, the pilot came out of the cockpit just before leaving the gate and addressed the passengers using the microphone. He said, "Thank you very much for flying with us today. I am sure you will enjoy the JetBlue experience. By show of hands, how many of you are first-time flyers with JetBlue?"

None of us raised our hands even though there were probably a few first-time JetBlue flyers. The pilot continued, "Great, we have a bunch of savvy veterans who have come back for the JetBlue experience. Then you know what to expect. Great service, a great flight, and live TV. Folks, today we have the best flight attendants in the industry. Please don't hesitate to reach out to them if there is anything we can do to make your experience with us as pleasant as possible."

In less than 15 seconds, this pilot not only mentioned the term "experience" three times, he also set a high expectation for the flight attendants to live up to. My guess is that they welcomed that high expectation because they truly enjoy servicing passengers. JetBlue does a phenomenal job hiring, training, and evaluating its employee base to ensure they buy into the strategy and deliver it at each touchpoint.

Drafting optimal behaviors requires a unique investment by your company. In return, doing so promises to maximize the strategic value of workforce performance and contribute to a sustainable competitive advantage. Bottom line: The behaviors that your employees create become proprietary and lead to differentiation in the marketplace. Behaviors are the way you do business. They drive your culture. They drive your brand from the inside out.

I wonder if United wished they sucked a little less....

Does your company lack strategic direction? Does the path you’ve set change with the wind based on the hidden agendas of your leaders or market and competitive fluctuations? If so, and you’re frustrated enough, it might be time to consider a different approach. A brand strategy might be just what you’re looking for. A brand strategy is the process of aligning what you say (mission, vision, values) with what you do (delivery of behaviors and experiences) in order to positively influence what others (employees, customers, the market) think.

To successfully implement a brand strategy, you must understand the four realities of branding:

First Reality of Branding: The brand is not a part of the business, it is the business
Every employee interaction within your company impacts the brand. Each one makes it either easier or harder for you to keep and recruit great people and good customers. These interactions directly affect costs of payroll and customer sales, which dramatically influence cash flow for operations. The most successful, future-looking companies (whether large household names or privately held neighborhood shops) recognize that the brand is the playing field for the game of business.

Second Reality of Branding: A brand is about experiences, not logos and taglines
Your brand is a people strategy, rather than a marketing strategy. The purpose of a brand strategy is to influence what people think about your company in ways that cause them to take the action your company is looking for and the only way to influence what people think is to manage the consistent execution
of employee behaviors that will drive customer experiences.

Third Reality of Branding: The little things that you do CONSISTENTLY are much more important than the BIG things you say!
No one is really listening when you tell them how your company is the industry leader in “blah, blah, blah.” Or that you are experts in delivering “blah, blah,” and are known for incredibly high-quality “blah.” Even if you think they’re listening to your salespeople or advertising message, do you really think they’re hearing it? Don’t count on it! People judge a company by the experience they have or someone they know has. So why do so many companies still waste outrageous amounts of money on advertising and marketing tactics rather than focusing on the experiences that are most relevant to their target customers? Well-planned and executed experiences provide reasons for customers to believe what companies want them to believe about their products. The reality: You’re better off doing a few things well all of the time than doing a lot of things mediocre some of the time. Consistency is king!

Fourth Reality of Branding: A brand strategy is the single most important differentiator between a good company and a great company
Great companies have people and processes that make them great. For any company in any industry, this fact remains true: your competition cannot easily replicate your people (human capital) or processes (quality assurance, innovation, customer service, etc.). They can (and probably will) copy your marketing message, but they will not be able to consistently deliver the same experiences without your people and processes. Since this is the case, why not focus energy on talent management and process improvement?

Build and sustain a difference in the market by:

1. Determining the experience your customers want.
2. Finding the right people to deliver that experience.
3. Ensuring your people have the right operational processes to efficiently and effectively deliver experiences for your customers.

Companies that define a strategy to drive their culture will win more, lose less, and make more money.

To read more about how to build and define a strategy, pick up a copy of my book Achieve Brand Integrity.

If you've ever been to the Pike Place Fish Market in Seattle then you are probably familiar with the FISH philosophy which has for at least the last decade permeated the global business environment. The idea behind the philosophy being that employees are responsible for delivering a great experience to each other and customers and this experience is enhanced when employees show up to work each day and deliver 4 main concepts:

• Play
• Make Their Day
• Be There [for Coworkers] (Often referred to as "Be Present" This is more to do with giving your full attention to a task or individual.)
• Choose Your Attitude
  

(for more specifics about the FISH Philosophy http://www.charthouse.com)

I have been through FISH training and have seen many companies who have invested the dollars and resources to bring the FISH philosophy into their work environment. I actually really like the philosophy behind FISH and what it stands for, but where I struggle with it is when myopic leaders believe it is going to truly change and evolve their work culture. As a team building exercise it is great, as a  way to build and sustain culture, no way!

If your organization doesn't understand what the culture is today and what the desired culture is for the future, it doesn't matter what team building you do, it won't make any long term difference.

Culture evolution and change is not about team building, it’s about defining the culture for the future, setting expectations, communicating those expectations and holding employees accountable for behavior that demonstrates the culture.

Once your culture is defined and in place, then there is certainly room for team building and other "rah-rah" opportunities to keep things fresh, but i can't think of one instance where team building alone built a corporate culture that was sustainable and was responsible for driving business results.

Team building should be an outcome, not the strategy.

Today we have an employee engagement crisis. Employees are more frustrated and less productive than in any other time in recorded history. And, it's getting worse. Maybe a lot worse!

Over the past year, most organizations have successfully decreased overhead expenses and increased cost-savings. However, they’ve done this at the expense of increasing the stress and burnout of their best people.

Has your company gone through a “reorg” or significant layoffs in the past year? Studies show that 72 percent of companies have since the economic downturn began last year.

How has this affected employee engagement?

• Engagement has dropped nearly 10 percent from 2008 (where it was already at an all-time low).
• Engagement among top performers has dropped 23 percent.
• The number of top performers (A-players) who would recommend their company as a place to work has dropped 20 percent.
• Top performers are 14 percent less likely to want to stay with their company.*

So what does today's employee engagement crisis mean for tomorrow?

Laura Sejen, global director of strategic rewards consulting at Watson Wyatt, had this to say, “Having less engaged and committed workers is a major concern for employers. This could have a long-lasting and detrimental impact on productivity, quality and customer service, as well as increase the risk of companies losing their best employees.”

I predict a mass exodus of A-players is coming! It may have already started.

The best way to get and keep A-players is very similar to getting and keeping customers. Your company needs to Achieve Brand Integrity, i.e., actually be who and what it says it is. Engage employees with the company values/mission/objectives and then recognize them when they do what is expected (or better yet, more than expected) to help the company reach its stated goals. The number-one reason why employees stay loyal to a company is because they feel appreciated for doing a good job. And employees who live the brand every day know how to deliver the experiences customer's want, which in turn leads to increased customer loyalty and greater profitability.

What is your company doing to keep its A-players?



(*Statistics from: WorldatWork, "Economic Downturn Leading to Decline in Employee Commitment, Morale, Watson Wyatt and WorldatWork Survey Finds," news release, September 21, 2009)