Mr.

Human Resources, Recruitment & Training

Important Techniques to Inspire Passion in Your Employees

By , ,

In May 2009, The Greenbrier experienced one of its most significant changes in over two centuries: a new owner, the first in 99 years. The transition from an out-of-state corporate parent to a local businessman, Jim Justice, was sure to bring challenges, as well as a new leadership team. With over 1500 employees, including more than 300 with 25 years of service or more, it was vital that we quickly establish a rapport between the new management and tenured staff. And to achieve our new owner’s far-reaching goals, we also had to motivate the team so that we could not just accomplish these tasks but surpass them. To do so, we utilized five key techniques motivate and inspire The Greenbrier team. At the core, we established our vision and mission statements. This ensured that we were all working toward the same end goal. We also improved communication, enhanced our recognition programs, exhibited enthusiasm and finally, we let the employees inspire us.

During the previous two years, The Greenbrier team had endured a great deal of adversity and faced an uncertain future. Jim Justice, who is also an incredibly successful high school basketball coach, was intent that we, the resort’s new leaders, bring the team back together stronger and more focused. Creating new vision and mission statements was the first step in this process. Our vision statement described our ultimate goal and our four mission statements, employees, guests and members, owner and community provided the map to achieve our vision. How we implemented these principles was equally important.

In the beginning, we challenged each other to recite these mantras and we used them repeatedly in meetings. We printed pocket-size vision and mission statement cards for employees to carry with them and painted the phrases on the walls of the corridor leading to our employee cafeteria. The vision and mission statements became part of our new employee orientation, training sessions and employee meetings. We used them everywhere. As everyone became familiar with these statements, we moved to the next phase and showed their relevance to our operations. For example, when discussing changes to our purchasing operations, we would relate it to our mission statement for our owners, which read: “We will increase the value of The Greenbrier by being financially responsible while driving profitability and sustainability through continuous improvement.”

While the statements were designed to be guiding principles, they were also inspirational. We wanted to create a sense of pride among the employees so these messages were upbeat and positive. This is best exemplified in our mission statement for our employees: “By creating an environment and culture that inspires passion and excitement in each other to serve with excellence, our jobs will be the envy of the world.” We wanted each employee to feel a personal connection and recognize their role, their importance, in achieving our goals.

An integral component of any employee relations effort is communication. No matter what business you are in, information about your company is the most important tool for your employees. Just as chefs cannot cook without ingredients, employees must be knowledgeable about the products and services they represent. George Bernard Shaw once said, “The single biggest problem in communication is the illusion that it has taken place.” While many leaders believe they communicate well with their employees, the reality is quite often the opposite.

At The Greenbrier, our approach may be considered over-communication. Every day, each department holds a “line-up” meeting at the start of each shift. During this time, managers share the latest news, upcoming developments and other relevant details. On a weekly basis, our team of 150 managers meets to review new initiatives, financial reports and pertinent information for the coming week. Minutes of the meeting along with a brief summary of key points covered are shared with all managers so they can in turn provide this information to their department. Also, I send weekly email messages to every employee which focus on our vision or mission statements and serves as an update on the resort. Every Friday, our human resources team publishes our “Resort Short,” a one-page document highlighting upcoming events, resort news and benefits information. Once a quarter, we hold a day of three, all-employee meetings, with meeting times set to accommodate the various shifts here. Our owner and key executives not only present information, but also greet people as they arrive and depart. In a nutshell, we take advantage of any and every opportunity to communicate with our team.

Another of our key tools is recognition. We know that our employees are our greatest assets and we are fortunate to have many with decades of service to this resort. One of the ways we recognize their tenure is through our service award pins. Each month, we hold a reception honoring those with 5, 10, 15, etc. years of service and present them with a gold pin. Employees with 10 years of service or more also receive a more significant gift as a show of appreciation for their commitment to The Greenbrier. At the end of each quarter, employees are encouraged to nominate a co-worker for the Leader or Ambassador of the Quarter award, with our vision and mission statements as the criteria. There are many other ways to reward employees, but the two most effective are actually the easiest: a hand-written note and simply saying thank you. Showing appreciation for a job well done doesn’t have to be elaborate, but it must be genuine.

However, vision and mission statements, communication and recognition are not enough. Leaders must exhibit enthusiasm. Not fake or forced, but a real passion for their work and their co-workers. If we didn’t believe in our vision and mission statements, if we didn’t embrace them as true tools to success, the employees would know it and all credibility would be lost. The same is true with communication and recognition. If what you are presenting has no value to you, if your recognition initiatives are simply rote responsibilities, then you are actually hindering your organization’s chance to succeed.

Enthusiasm doesn’t mean you have to jump up and shout every time you speak. Sometimes it can be very quiet. We have many people at our resort who work “back of the house.” They are rarely seen by guests, but they work diligently and effectively behind the scenes making great things happen. You don't have to be loud and boisterous to be enthusiastic. You can be just as enthusiastic by being fully committed to doing your part. Whether you demonstrate enthusiasm outwardly or inwardly, it is the passion that lives deep within you.

Finally, let your employees inspire you. We are fortunate to receive frequent feedback from our guests, and often, their remarks will identify specific employees with positive comments about their service. We routinely share these letters with our employees and celebrate their recognition. In doing so, we are recognizing employees for stellar service and inspiring others to follow their lead.

Finding inspiration in others is easy. Listen. Whether it is an employee who is excited about their career, a guest sharing their experiences, or someone who has overcome adversity, they each have an important story to tell. We only have to take the time to listen and appreciate their words. When we unlock the inspiration of others, the passion and enthusiasm will grow exponentially.

There are many techniques to inspire passion in your employees; these are just five of the many we use every day at The Greenbrier. At the heart of our resort is our vision and mission statements, and with communication, recognition and enthusiasm we all live these unifying principles. And as we work with each other, our guests and in our community, we discover the hidden inspiration of those around us.

Mr. can be contacted at Extended Bio...

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