People Power Performance

With the Great Resignation that’s on the high companies are increasingly realizing the power of creating people-centric organizations that value the happiness of employees as much as the bottom line. Reading through Forbes magazine for one of my workshops I found this read inspiring. Let's work on crating a People First Culture.

On any given day, around lunchtime, Executive Chairman?Bill Marriott?finds his way to the cafeteria on the ground floor of the Bethesda, MD headquarters. He picks up a tray, chooses some food, stands in line, and pays for his meal just like any other employee. He then finds a table and has his lunch with anyone who wishes to join him. Despite being the executive chairman and one of the richest people in the country, Bill eschews special treatment. He shows up for lunch, as he does for board meetings, as an ordinary person. When engaging with employees and clients, he brings interest, presence, and care rather than status, hierarchy, and power.

Not surprisingly, Bill Marriott’s leadership example cascades throughout the company. Corporate culture, after all, starts at the top. Marriott CEO Arne Sorenson, following Bill’s lead, spends about two hundred days a year visiting associates at hotels around the world. And he doesn’t just appear at a brief, scripted town hall. Rather, he walks through each hotel, greeting associates at the front desk, in the kitchen, or on the guest room floors. He listens to their thoughts, considers their concerns, and works to truly understand their work. In doing so, he spreads core Marriott principles to team leaders and associates at every property in the world.

This type of?humble leadership drives loyalty, which increases effort and retention. These increases lead to better service and an inspired customer experience, which drives revenue.

The leaders of people-centric companies understand that it’s people who make their company successful. These companies realize that when people feel valued and cared for, they do their work with stronger intrinsic motivation, a deeper sense of meaning, and a greater level of engagement. They go the extra mile simply because they want to contribute to an organization that cares about them.

It would be wonderful, of course, if establishing this type of culture was as easy as creating a few great slogans or aspirational values. If it were, every company would make those “great places to work” lists. But it’s not that easy. It’s not about turning value statements into attractive posters or inspirational websites. Instead, it’s about taking action. It’s about creating leadership expectations for humility and compassion. It’s about developing employee programs that support growth and well-being – both in the workplace and at home. This is a challenge, yes. But it’s not as complex as it seems.