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The Three Things Most Important To Your Staff

by Ken Vincent, Featured Contributor

NO, money isn’t one of them.  The things they hold most dear and is most important to them, though the priority isn’t always the same:

Their name.  You need to know their names and use them.  That is the one thing they own that is theirs and represents them.

Opportunity.  People need to feel that they are an important part of any effort, including the company they work for.  Training, thank yous, recognition, chances to better themselves.  Important for everyone’s self esteem.

Family.  Those that are near and dear to them.  Most importantly their kids and grand kids.

MentoringPIFOkay, so you’ve made a real effort at the first two.   Most of your staff are mostly plugged in and engaged most of the time.  If you want to take the final step then do yourself a favor and meet the kids.

I don’t suggest you go to everyone’s home to meet children.  But, how about a Christmas party for the kids?

Finger sandwiches, cookies, punch and eggnog from 2 pm to 5 pm so all can attend.  Invite the employees to bring their children and grandchildren.  You be the Santa and the department heads the helper elves.  Show them that you aren’t just that stuffed shirt in a three piece suit sitting in an ivory tower.  Every kid gets a doll or a toy car, a kite, or a balloon.  It shows that you are human and more importantly that what is important to them is also important to you.  Can’t do it at Christmas because you’re too busy.  Fine, how about a summer picnic with games for the kids, maybe pony rides, or a clown that makes balloon animals and paints their faces.

Sure it costs a few bucks, but the return is immeasurable.  Need a side benefit as a kicker?  Watch the face of a maid when you call her by name in front of her significant other.  Worth more than a clown costs.

What can you do to cement the employees to you and your vision?


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Ken Vincent
Ken Vincenthttp://sbpra.com/KennethVincent/
KEN is a 46 year veteran hotelier and entrepreneur. Formerly owned two hotels, an advertising agency, a wholesale tour company, a POS company, a leasing company, and a hotel management company. The hotels included chain owned, franchises, and independents. They ranged in type from small luxury inns, to limited service properties, to large convention hotels and resorts. After retiring he authored a book, “So Many Hotels, So Little Time” in which he relates what life is like behind the scenes for a hotel manager. Ken operated more that 100 hotels and resorts in the US and Caribbean and formed eight companies. He is a firm believer that senior management should share their knowledge and experience with the next generation of management.

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