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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 | Zadok Master Jewelers

Stick to the Program — And Watch Your Sales Grow

When Zadok Master Jewelers in Houston, Texas, decided to move to a new location (they’d been in the same one for the 45 years they’d been in business), they called Wilkerson to run a moving sale. The results, says seventh-generation jeweler Jonathan Zadok, were “off the charts” in terms of traffic and sales. Why? They took Wilkerson’s advice and stuck to the company’s marketing program, which included sign twirlers — something Jonathan Zadok had never used before. He says a number of very wealthy customers came in because of them. “They said, ‘I loved your sign twirlers and here’s my credit card for $20,000.’ There’s no way we could have done that on our own,” says Zadok. “Without Wilkerson, the sale never, ever would have come close to what it did.”

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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 | Zadok Master Jewelers

Stick to the Program — And Watch Your Sales Grow

When Zadok Master Jewelers in Houston, Texas, decided to move to a new location (they’d been in the same one for the 45 years they’d been in business), they called Wilkerson to run a moving sale. The results, says seventh-generation jeweler Jonathan Zadok, were “off the charts” in terms of traffic and sales. Why? They took Wilkerson’s advice and stuck to the company’s marketing program, which included sign twirlers — something Jonathan Zadok had never used before. He says a number of very wealthy customers came in because of them. “They said, ‘I loved your sign twirlers and here’s my credit card for $20,000.’ There’s no way we could have done that on our own,” says Zadok. “Without Wilkerson, the sale never, ever would have come close to what it did.”

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