The concept of loyalty is cherished in business – it is a quality that is cherished and sought after by employers and teams, but over these last few decades the idea has seen a substantial shift in meaning. The power dynamic has steadily shifted.
For example: For most people, being asked in an prospective job interview about loyalty would not come as a surprise. We can easily imagine that scenario together, and there are plenty of suggestions on the internet about how to reply in a way that persuades the interviewer that one will be loyal to the company. I suspect the vast majority of the time the question is posed, it is really asking whether or not the employee will devote their entire energy and thought process while at work to the maximizing of value (money) for the employer.
But imagine asking back, “How are you going to show loyalty to me?” What would that answer look like?
And that is what loyalty is, and always has been. It is a two-way relationship. Caught up in the definition of loyalty is time. How can I trust and be loyal to someone I just met? It is not possible, and we recognize this instinctively. When we explain why a particular relationship is a good example of loyalty, it is always because of repeated testing over a relatively substantial timeline.
Why Loyalty Must Originate from the Employer
Employers hold the reins of power within the organization, and with this power comes the obligation to set the tone for the relationship. Typical work relationships range the gamut from micro-management, criticism, and stinginess to trust, positive feedback, and generosity, and in every case control ultimately rests with the employer.
Loyalty from the top signals to employees that their contributions are recognized and that there is a mutual commitment to their growth and well-being.
Because of this, loyalty from an employer is a strategic imperative. When leaders exhibit loyalty to their employees, they lay the foundation for a culture of trust and commitment. This, in turn, fosters an environment where employees feel valued and secure, which can lead to increased productivity, creativity, and retention. And what do we call it when employees feel valued and secure? When they work hard for their employer and feel invested in the company’s success?
The Limitations of Dependent Loyalty
While loyalty from employees is desirable, it is important to understand that it cannot be coerced or demanded. Loyalty that stems from a position of dependence is inherently fragile. Employees who feel compelled because of their lesser power in the relationship may comply outwardly, but that is not the kind of loyalty we should be looking for. Those conditions generate absenteeism, detachment, and burnout.
True loyalty is a two-way street; it involves a reciprocal exchange of trust and commitment. When employers recognize and respect this balance, they empower their employees to choose loyalty freely, rather than out of necessity. This form of loyalty is genuine and sustainable.
Cultivating Genuine Loyalty
So, how can employers show loyalty in a way that encourages genuine reciprocation?
1. Recognition and Reward: Pay your employees enough to live, and recognize that the company cannot function without them. All the IP, infrastructure, and brand recognition in the world will not staff an office. A team of educated, trained, experienced managers means nothing without skilled, invested front-line workers. You can be the most genuine and sincere employer of all time, and it will not matter at all if your employees are facing financial hardship and strain. This is capitalism – everything follows first from a fair, balanced exchange of economic consideration.
2. Open Communication: Foster an environment where feedback is encouraged and acted upon. Transparency in decision-making builds trust and shows that you value your employees’ input. If they speak up and are shut down, you could lose all the insight, innovation, and ingenuity that makes long-term employees so valuable in the first place.
3. Professional Development: Invest in the growth of your employees. Provide opportunities for learning and advancement, and note their strengths and weaknesses. Does one of your employees have a keen interest in certain technical aspects of their job? Give them some training on company time. Where do you think the increased efficiency will be applied?
4. Support and Well-being: Demonstrate concern for your employees’ well-being, both professionally and personally. Supportive policies and a healthy work-life balance are key indicators of a loyal employer. Expectations, deadlines, and follow-up have to be balanced with an understanding that people are not machines. We cannot send them to mechanics for a spare part, or continue pushing for output when they are emotionally compromised.
5. Consistency and Fairness: Be consistent in your actions and fair in your treatment. Fairness is a critical component of loyalty, as it reassures employees that they are part of a just organization.
In conclusion, loyalty from an employer is a powerful tool that can shape the culture and success of an organization. It is a leadership quality that must be demonstrated through actions that show genuine care and commitment to the team. By leading with loyalty, employers can inspire a reciprocal sense of allegiance and foster a workplace where everyone thrives together. Remember, loyalty begets loyalty, and it starts with you, the employer.
