I woke up the other morning to the news that Bob Iger is returning as CEO of Disney.  Iger came up through the ranks in a 50-year career at Disney and has an almost mythical status as the leader. He spent 15 years as CEO and was instrumental in acquiring major brands like Pixar, Marvel, and Lucasfilm, the home to Star Wars. Iger also closed the $71 billion deal to buy most of 21st Century Fox and kicked off the streaming revolution with Disney Plus. Most people would say that anyone would be hard-pressed to find someone who says a bad word about Iger.  And what does he attribute his success to? Building relationships, demanding excellence, and sweating the small stuff.

I’m sure most of you have been to the magical world of Disney. It is a rite of passage as a parent that you bring your kiddos to Disney to see that look of wonder when they set eyes on Mickey and the Princesses for the first time in person. We did that as a family…staying on property at The Animal Kingdom, getting Fast Passes, chasing after those character autographs, and watching Tinkerbell float across the sky during the evening light show. It was magical! But one of the memories I have of that trip has nothing to do with the Disney characters and more to do with a mistake I made that Disney helped me correct with their legendary service.

We had been having a great day in the Magic Kingdom…until I realized I didn’t have my phone. Now, this was in the early days of cell phones, and I remember that phone well…it was small and had a black and white checkered Coach phone case. Of course, panic struck and as I made my way to Lost and Found, I had very little hope that it would be there. But guess what I walked into? A room filled with cell phones…and there was mine sitting on the shelf!  I couldn’t believe it and automatically told the lady at the front desk…if this was any other theme park, it would have never been found. She nodded and said they had a swift protocol of how to handle a lost phone. They had even shut it off so that it wouldn’t drive the employees crazy and so that the battery would be saved when found by its owner. That was a WOW experience for this customer. It perfectly illustrated the care and planning for every single detail that Disney is known for.

The Story Behind Disney’s Trash Cans
Along with this “small catch” the theme park had implemented, there are 1,000 other small things that are tended to. At Disney, attention to detail is something of an art form, stemming from the founder, Walt Disney. His passion, which one could argue is at the very core of the company’s values, was famous for his eye for detail, and he made sure that everyone paid the same attention that he did. As an example, Disney trash cans are legendary. It Is rumored that there are holes underneath the cans where the trash is swept away in underground tunnels. It isn’t true, but what is true is that each and every can is created to be a piece of art that is specific to the part of the park that it is located. The cans are ever present in the background of Disney vacation photos. They’re a vital necessity to a pleasant guest experience. Yet, they’re barely noticed. The humble Disney trash can might be easily overlooked, but actually has celebrity status with people vying for the trash can merchandise and swag that can be found in the Disney stores.

Why did Disney focus on trash cans?  First, Walt realized that if you keep a place tidy, it’s more likely that guests will throw away their trash, so he did research into how far someone would walk before they dropped their trash on the ground. He found that 30 feet was the magic number, so wherever you go in a Disney Park, a trash can will never be more than 30 feet away from you. Second, every trash can is designed in a way that blends into its surroundings and doesn’t remove the guest from the immersion of their experience. They are works of art and are meant to enhance the customer experience.  Again, the little touches here and there truly make a difference.

Customers Notice Everything
You may not be consciously aware of it, but you are subjected to annoyances every day.  Some you might just filter out and move on, but others might really bug you over time and impact your satisfaction. Interestingly, there is a human premise that it’s always the little things people seem to notice and get annoyed about, not the big things. See if any of these annoyances resonate with you:

• The dust ball in the corner after the professional cleaners “finished” their job.
• The dirty marks on your cupboard door after the hinges have been replaced.
• The realtor who didn’t remove their shoes when entering your home with a client.
• The absence of free WIFI on the cruise you spent a lot of money on.
• The appetizer you didn’t order on the restaurant bill.
• The grease on the steering wheel after they have finished servicing your SUV.
• The dropped call when we are trying to book a hotel room by phone.

These are the things we notice; they cause us to rethink whether we want to continue to do business with the guilty organization. These are the things they expect NOT to happen. They represent the basics of business, and we expect them to be performed without a flaw. But when things break down, we are emotionally caught up in the event and often behave in a way that doesn’t reflect who we really are. We confront the person who greets you at the phone store for not seeing us on time. It’s a small issue and shouldn’t matter, but it does. These are the things that we tell ourselves might indicate an organization is not concerned to do what’s necessary to finish the job completely for us. It says to us that they want to get it done and move on to the next customer.

Take Care of the Little Things
People get tired of the “big box culture”.  Someone once told me – people want to feel special and that they matter.  To be honest, that includes not just customers, but employees as well. That mantra has always stuck with me and has made me become more intentional in how we show up at Steople. My question to you is what small details in your company would frustrate customers? Not the big things, but the little things that might negatively impact your brand. How can you work on making the minute details as important as the big deliverables? What can be done?  Here are some sample actions that might be taken to implement strong “little things matter” values.

• “They Notice Everything” posters should be plastered about the workplace to remind employees to take care of the little things for not only customers but their fellow employees.
• Leaders should monitor every nook and cranny of the organization to pick up on and change “maybe they won’t notice” attitudes and behavior.
• If customer surveys don’t already have questions relating to how well the little things are performed, add them. And include write-in comments to obtain a more personal customer perspective on what needs to be addressed.
• Include “little things” as part of the internal quality control of your organization. If little things aren’t taken care of on the inside among employees, it won’t happen on the outside with customers. Set meaningful metrics to meet these.
• Get input from frontline employees on the little things that are regularly missed and treat these as priorities for resolution. They know what the major issues are; listen to them.
• Hold the leadership team in every function of the organization accountable for improving how well the little things are taken care of. Make it part of their annual performance and bonus plan.

Attention to detail is a culture that leads to sustainable competitive advantage because most organizations don’t have — or don’t desire to have — the competency.  They don’t understand the little things aren’t little at all, they’re HUGE and can make the difference between a wildly successful business and a mediocre or failed business.

This is the time of year for reflection on the last 12 months.  I encourage you to take stock of those things that might need to be focused on in the new year.  Here at Steople, we are always here to support you and help you with the things that matter most in your culture.  We are grateful for your partnership and wish you a great holiday weekend!

As I sat in the passenger seat of Debbie’s car, she gave me a tour of the beloved Ft. Worth children’s hospital she had worked at for the past 43 years.  She spoke with love and respect about what she had helped build over that time.  She reminisced about the two small buildings they had started in all those years ago and pointed to the numerous blue-topped roofs and sprawling grounds they decorated with adorable, welcoming-to-children topiary landscaping.  We saw the Ronald McDonald House and the staff childcare center, as well as the numerous areas for reflection and relaxation for those suffering a physical setback.  She talked about how the pandemic trauma of the last two years had impacted the culture they had built and even threatened to crumble it.

Regardless, as we pulled into the parking garage, she greeted the parking attendant warmly and asked how he was feeling, saying to me, that he had just recovered from surgery.  As we strolled the brightly colored hallways, Debbie chatted and hugged her way across the campus.  She would quickly point out those individuals who had been with the hospital for decades and were so dedicated to the cause of helping children heal that they wouldn’t think of leaving until retirement.  During this tour, I fell in love with this new hospital client of ours and told Debbie how inspired I was to be a part of their purpose on this planet.

The whole experience was remarkable and seeing so many long-term employees reminded me of another group I had worked with the week before who had recently been acquired by one of my clients.  During our joint company strategic planning session, we were discussing the “talent war,” and we all listened intently as two of the owners of the acquired company talked about the team that became family over the years.  They had started at the age of 16 working in the lumber business and were set to retire from that same company in the next 5 or so years.  They talked about others in the business who grew up together, got through school, enjoyed fishing trips as a team, went to one another’s weddings, and celebrated when they had children. We are talking retention of 31…28…19 years, which are unbelievable numbers in today’s world.

So how is this possible and do we have any chance of recreating this in today’s job market?  Some will say “No way, today’s workforce isn’t nearly as loyal, and it is not realistic.”  But is that true?  Or can we at least aim to be a significant part of an employee’s work history?  I believe we can.

Develop a Great Retention Initiative
Many employers are no doubt wishing that the Great Resignation, where employees have been quitting their jobs in record numbers since the Spring of 2021, would suddenly become a very different trend: the Great Retention. But research suggests that many workers remain confident about their prospects in the current hiring market, in fact, 41% of respondents are currently looking or plan to look for a new role in the next six months.  This means employers must still be vigilant about the risk of top performers walking out the door.

This, in my opinion, is the number one issue, outside of finding talent, for companies today.  Every single coaching or consulting conversation I have includes the current challenges with talent.  And it’s not getting better anytime soon.  We have to look at those companies who are doing it well, come up with creative strategies, and listen to what our most-valued employees are telling us. Based on research and my own anecdotal evidence there are 8 areas that I believe you need to focus on as a leader to retain your talent.  I hope these resonate with you and inspire you to work on at least one of these:

1. Create and Support an Inclusive “Family” Culture
Having a “sticky” culture where people take care of one another and truly care is crucial.  Through the years that is one common thread in companies I have seen be successful in keeping their employees long-term…they are one another’s work family and it would be unthinkable to leave that family.  Now with that kind of vulnerability, you must make sure there are good boundaries in place so there is no “family dysfunction”, but essentially these teams support one another through the good times and the bad.

2. Find Each Team Member’s Motivation ‘Lever’
“Money” is not the reason people stay in a job.  It can be demotivating if they are paid unfairly but thinking about throwing money at an employee who is thinking of leaving is the wrong strategy. Every person has his or her levers of engagement and motivation: Fun. Authority. Development. Responsibility. Autonomy. Respect. Recognition. Challenge. Variety. Figure out what each individual needs, then figure out how to best work towards it. Meeting those individuals where they are is one of the best things you can do as a leader.

3. Emphasize Shared Non-Negotiable Core Values
From the beginning, recruit people whose values align with yours and the company. This builds a positive atmosphere and culture, which resonates with people and keeps them on board. Consult with your people, find out what they care about, and build collaborative solutions that inspire their loyalty and commitment. People like to feel included, and valued and that their contribution makes a difference.  The great thing about this is that if there is a value mismatch the team will pick it up instantly and advocate to keep the shared values on track.

4. Rally Everyone Behind an Emotionally Driven Purpose
Most employees want to feel part of something bigger and to be proud of it. In addition to rewards and positive feedback, leaders can inspire others by consistently and regularly communicating a clear purpose that people connect with emotionally. It is easy to get mired in the day-to-day details; step back and connect those details to a broader vision. This means embedding it in your everyday work not just from a “marketing” perspective (posted on your website), but in daily conversations as evidence of working towards that incredibly important purpose beyond making money.

5. Change Old-School Thinking Against Flexibility and Track Results Instead
In 2022, people value flexibility more than ever. If someone is in a role that can be effectively carried out through flexible work, then offer this. Not only is this hugely rewarding for employees, but it also gives them a sense of comfort, knowing that you trust them to carry out their role effectively and manage their own time.  And don’t automatically assume the younger generation will take advantage of it.  Depending on what stage of life and career people are in will determine how much or how little structure or time in the office they will need or want.  Track results, not “butts in chairs”.

6. Get Everyone Directly Involved in The Company
Money is the result of successful work and not a sustainable source of motivation. Other important forms of compensation include having fun, working on something great, recognizing and appreciating colleagues, and the feeling of having achieved something challenging. Coming from this mindset, rather than just exchanging their time for money, the culture should encourage an “owners’ mindset” in the employees.  The employees can then be a part of building something inspiring that they can be incredibly proud of.

7. Recognize Your Team Member’s Humanity
The most meaningful way to recognize employees amidst all the difficulties we are facing in the current challenging business and social environment is to first and foremost recognize their humanity. Know the individuals on your team and recognize each employee’s unique challenges as the year unfolds.  Command and control are out.  Prioritize time, space, and opportunity for them to thrive and reach their goals by guiding their growth and investing in them. Compassion is one of the most overlooked leadership traits to leverage, especially after a couple of tough years.

8. Share What Each Employees Role in Your Vision for The Future Is
Inspire people to want to work with you and each other by sharing your vision and their role in it. You might be working your way through current challenges, but your eyes are on the future. Tell them about three indicators informing your vision for the future and why those give you confidence. Assure your people that they are building the foundation for a future in which all of them play a part. Be honest, specific, visionary, and hopeful.  People love making a difference and being a part of something big.

The list above is near and dear to my own heart.  The two that were highlighted by the clients I was working with the last two weeks were knowing one another on a personal level and ensuring people understood how relevant their contribution was to the success of the organization.  This aligns nicely with Patrick Lencioni’s work on employee engagement.  I would hope that you might look at the above list and rank yourself from 1 to 5 on each.  Then ask yourself which one you might need to work on from now till the end of the year.  If you are diligent in working on it, it will pay off…I promise!  If you need more resources, please let us know, and, as always, best wishes in your leadership journey!

Standing outside on the balcony, feeling the hot rays of sun on my face, and catching the breeze coming from the north, I could see the Pacific Ocean just a block away. As each wave rolled in, I saw figures bobbing in the water – easily flowing back and forth. I realized they were surfers out to catch a wave before they started their day. It was at that moment that I gained clarity on my North Star. “Why am I doing what I am do every day?”  It’s because one day I want to be on the water with my kids trying to catch the perfect morning wave!

The Steople team gathered in sunny California to enjoy time together and gain alignment on our goals and rallying cry moving into the end of the fiscal year. Our annual strategic planning offsite event was booked several months ago, and we were all excited to spend time together. We started out the day with air travel. Not surprising to say that everyone’s travel was eventful with cancellations and delays. Nonetheless, we all got to Los Angeles in one piece and met for a late lunch at a restaurant on the beach. We enjoyed a team building activity that night talking about what drives us and what drains us as individuals and as a team. This provided much needed insight to the team and how to work better together. Even though most of us have worked together for a while, this activity helped us realign on each individual value. Apparently, my drainer is “enjoyment.”  Of course, the team found this revelation quite funny!  However, it wasn’t a big surprise to me. When I am tasked with work, all I want to do is put my head down and get it done. Go ahead and think it… Layla’s the buzz killer (smile)!

We spent the entire next day aligning around goals and reviewing Steople’s core ideology consisting of our core purpose, core values, mission/vision statement, and SWOT analysis. In reviewing our core values, we provided examples of how we “walk the talk” every day in our behaviors and work product with our clients and our own team members. These core values provide guidelines for us of how we want to behave in our own Steople culture. By knowing your core values, it allows you to get you through challenging times because the strong foundation is set and clear for all. This sets the culture in an organization. Talking about our vision statement enables each of us to see how our roles guide us collectively into the envisioned future.  We asked ourselves, “Why are we doing what we do?”  Client meetings often take us away from our families and, sometimes, we even have to face the challenges of working across global time zones.  Indeed… why do we do this kind of work? Simply put – we love our team, the work we do, and the clients with whom we do it!

I gained the most clarity during our talks of core ideology, metrics, feedback/recognition session, and strategy discussion.  As a team, we strategized around how we will achieve our BHAG (Big Hairy Audacious Goal) during our session on our one big commitment. Before I reported out on my own One Big Commitment to the team, I walked back to the balcony, looked out to the ocean, and asked myself again, “Why do I get up every day and get excited about the work that I do?” Because one day, my kids and I will be on the beach at sunrise to “catch the perfect wave.” How do I achieve that? I need to be aligned with my teammates and on the same page with my vision for the upcoming year.  Getting alignment may require difficult conversations; this is where the turning point was for our team. Being able to have healthy conflict on a team enables the team to gain trust and become more open to innovation and creativity instead of being reactive to a situation or person.

As we faced the last day in sunny California, we packed our bags and piled into a Jeep laughing about funny moments from our time here.  We broke bread together one more time at a restaurant on the pier before heading back to the airport. As a reminder of the clarity I achieved, my mentor – who happens to by the CEO of Steople – gave me a ”Surfing the Wave” sticker that I have in front my computer as a daily reminder of my WHY.

Remember to invest in your business and your people by ensuring your strategic planning offsite happens so you can realign around your core ideology.  Make it a priority as this will help guide individual team members through challenging times and help them find the focus and desire to work as one team.  Allow Steople to be your compass as you find your North Star.