Happy employees make for happy customers, but many — if not most — retailers fail to make this connection, says Terry Kabachnick.
The founder of The Kabachnick Group explained her theory in the “Retailing Issues Letter,” which is published by the Center for Retailing Studies of the Mays Business School at Texas A&M University.
In yesterday’s post about this, we quoted Kabachnick as saying that retailers already know about the importance of shared values because they use this strategy when capturing customers. But not so much when hiring employees.
“Many say today’s workers don’t want to bond — don’t necessarily want to love what they do,” Kabachnick writes. “They say job and life don’t need to intermingle — it’s healthier keeping the two separated. They say the thought of spending seven years at the same company is ‘sick.’ But I say that those perceptions are sick. What do mentally healthy adults really want in their lives and their jobs? Does anyone truly want to be miserable and hate what they do?”
Today, Kabachnick says, company loyalty is dismissed as old-fashioned and no longer a relevant trait. “I totally disagree,” she says. “Instead what I see is that company loyalty does exist when the needs of the individuals are being met and there are shared values. . . .I continually tell leaders worldwide that motivation is nothing more than a feeling of contribution — knowing you make a difference. When this happens here’s what you begin to hear: ‘I’ll be fiercely loyal even if only for a short duration of time.’ ”
Research shows, she says, a strong correlation between shared values, individual performance, company success, and one’s ability to bond with the company brand.
And finally, for today, this from Kabachnick: “When you are engaged in an activity or discussion that is in line with your values, you will be excited and enthusiastic about it. If your career is an extension of your values, you will love getting up in the morning and going into action.”