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Jack Mitchell: Include Everyone to Generate Team Spirit

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How often do you hear the cry among employees: “No one ever talks to me around here?” You know what they’re really saying — that the company doesn’t care about their opinions. 
 
Everyone knows how it feels when you have good ideas that will make a project just sing, but the boss says or the rules say that you can’t become involved. Ultimately, you find that your best people leave to find a company where they can be included. 
 
Once you’re nice to your team and you trust them and instill them with pride, you’ve made a big difference in what sort of culture you have created. Yet you’re not all the way there. You have to also include everyone. 
 
I’m talking about a deeply rooted sensibility that all employees are an intrinsic and irreplaceable part of the business, that their views and their actions not only count but are crucial and therefore regularly solicited. In short, everyone’s in the loop. It’s a matter of cleansing the culture of the “we versus they” mentality that persists between the rank-and-file and management in so many companies. The “we” come up with the ideas and the “they” carry them out, like it or not. 
 
“Include” is itself a process. And the way we implement it is by what I call the Five I’s: Invite, Input, Include, Involve, Invest. 
 
Briefly put, the Five I’s mean that you Invite people to participate, you then solicit their Input, you Include them in decision-making, you Involve them in the implementation, and when all of that happens you will have made them feel Invested in the business.  
 
The purpose of the Five I’s is to achieve “buy-in,” to create a win-win situation and generate a positive and exciting consensus with those who are connected with the meeting, project, purpose, or cause. That way, at the end of the process people are united as a team. 
 
The Five I’s are not theoretical baloney. Many of the very best ideas really do come from our own people — all of our people. And they’re the ones who have to execute the ideas. When they’re included, they become excited and enthusiastic, and then they execute with conviction and consistency. They thirst for success, because they feel invested in that success. Like the other principles, it’s common sense. 
 
If a company continuously includes its people in almost everything they want to be included in, then they feel terrific. I think of it as making many into one. 
 
Because you can’t do it alone! 
 
Buy the book at www.hugyourpeople.com

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Wilkerson Testimonials

If It’s Time to Consolidate, It’s Time to Call Wilkerson

When Tom Moses decided to close one of the two Moses Jewelers stores in western Pennsylvania, it was time to call in the experts. After reviewing two candidates, Moses, a co-owner of the 72 year-old business, decided to go with Wilkerson. The sale went better than expected. Concerned about running it during the pandemic, Moses says it might have helped the sale. “People wanted to get out, so there was pent-up demand,” he says. “Folks were not traveling so there was disposable income, and we don’t recall a single client commenting to us, feeling uncomfortable. It was busy in here!” And perhaps most importantly, Wilkerson was easy to deal with, he says, and Susan, their personal Wilkerson consultant, was knowledgeable, organized and “really good.” Now, the company can focus on their remaining location — without the hassle of carrying over merchandise that either wouldn’t fit or hadn’t sold. “The decision to hire Wilkerson was a good one,” says Moses.

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Jack Mitchell: Include Everyone to Generate Team Spirit

mm

Published

on

How often do you hear the cry among employees: “No one ever talks to me around here?” You know what they’re really saying — that the company doesn’t care about their opinions. 
 
Everyone knows how it feels when you have good ideas that will make a project just sing, but the boss says or the rules say that you can’t become involved. Ultimately, you find that your best people leave to find a company where they can be included. 
 
Once you’re nice to your team and you trust them and instill them with pride, you’ve made a big difference in what sort of culture you have created. Yet you’re not all the way there. You have to also include everyone. 
 
I’m talking about a deeply rooted sensibility that all employees are an intrinsic and irreplaceable part of the business, that their views and their actions not only count but are crucial and therefore regularly solicited. In short, everyone’s in the loop. It’s a matter of cleansing the culture of the “we versus they” mentality that persists between the rank-and-file and management in so many companies. The “we” come up with the ideas and the “they” carry them out, like it or not. 
 
“Include” is itself a process. And the way we implement it is by what I call the Five I’s: Invite, Input, Include, Involve, Invest. 
 
Briefly put, the Five I’s mean that you Invite people to participate, you then solicit their Input, you Include them in decision-making, you Involve them in the implementation, and when all of that happens you will have made them feel Invested in the business.  
 
The purpose of the Five I’s is to achieve “buy-in,” to create a win-win situation and generate a positive and exciting consensus with those who are connected with the meeting, project, purpose, or cause. That way, at the end of the process people are united as a team. 
 
The Five I’s are not theoretical baloney. Many of the very best ideas really do come from our own people — all of our people. And they’re the ones who have to execute the ideas. When they’re included, they become excited and enthusiastic, and then they execute with conviction and consistency. They thirst for success, because they feel invested in that success. Like the other principles, it’s common sense. 
 
If a company continuously includes its people in almost everything they want to be included in, then they feel terrific. I think of it as making many into one. 
 
Because you can’t do it alone! 
 
Buy the book at www.hugyourpeople.com

Advertisement

SPONSORED VIDEO

Wilkerson Testimonials

If It’s Time to Consolidate, It’s Time to Call Wilkerson

When Tom Moses decided to close one of the two Moses Jewelers stores in western Pennsylvania, it was time to call in the experts. After reviewing two candidates, Moses, a co-owner of the 72 year-old business, decided to go with Wilkerson. The sale went better than expected. Concerned about running it during the pandemic, Moses says it might have helped the sale. “People wanted to get out, so there was pent-up demand,” he says. “Folks were not traveling so there was disposable income, and we don’t recall a single client commenting to us, feeling uncomfortable. It was busy in here!” And perhaps most importantly, Wilkerson was easy to deal with, he says, and Susan, their personal Wilkerson consultant, was knowledgeable, organized and “really good.” Now, the company can focus on their remaining location — without the hassle of carrying over merchandise that either wouldn’t fit or hadn’t sold. “The decision to hire Wilkerson was a good one,” says Moses.

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