When we drain power from a car battery it runs down. If we do this long enough, the battery will eventually become totally dead. In physics we call this “entropy”, which means that anything left to itself will eventually disintegrate until it reaches its most elemental form. Entropy happens when there is neglect. Neglect your body, and you will deteriorate. Neglect your car battery, and it will eventually die. Anything that is not attended to and renewed will deteriorate over time. That is why we have an alternator in our car. The alternator recharges the battery. It combats entropy. All things need caring for—and your employees are no exception. Nothing neglected will remain productive over time.
Employees are like car batteries. If you are always taking from them, but never “charging them up” emotionally, eventually they will run down. Stephen Covey and others use the metaphor of the Emotional Bank Account (EBA). Negative actions and neglect can become withdrawals against a person’s EBA. On the other hand, courtesies, celebrations, and affirmations are deposits to the EBA. If there are a lot of withdrawals, and few or no deposits, a person’s EBA will become so overdrawn that the relationship will become bankrupt.
Effective leaders understand this concept and recognize the importance of giving encouragement and positive feedback on a regular basis. Such feedback should not be manipulative in nature, but should flow from a genuine appreciation and belief in their people. Effective leaders are obsessed with finding something good about an employee. They are very alert to opportunities to celebrate the achievement of others. These acts of encouragement are a real key to releasing the potential in people and promoting the use of their gifts and talents.
Few employees receive more affirmation from superiors than Southwest Airline employees. Southwest Airlines is recognized year after year by Fortune magazine as one of the best companies to work for in America. They are also famous for recognizing employees and celebrating their achievements. One token of this is a giant T-shirt hanging in the headquarters building of Southwest Airlines at Love Field. Imprinted on the shirt is this message:
“How many Southwest employees does it take to change a light bulb?” At the bottom of the shirt is the answer: “Four. One to actually change the light bulb and three to design the T-shirt to celebrate it!”
Southwest Airlines says that it uses thousands of small gestures to send big messages. The halls of their corporate headquarters are literally covered from floor to ceiling with photos, plaques, certificates, awards, honors, and various memorabilia that capture the spirit of their culture. Some have even accused Southwest executives of constructing more office space just so they could gain additional wall space in the halls to hang photos of employees and their families.
In the fall of 1999, I was selected as the Honor’s Seminar faculty member at the University of Louisiana at Monroe. I had proposed teaching a course entitled Personal and Organizational Leadership, with an emphasis on studying the top companies on the Fortune 100 Best Companies to Work For list. That year Southwest Airlines was the number four company on the list.
Toward the end of the semester the class took a field trip to visit the number one and number four companies on the Fortune 100 Best list (Synovus Financial and Southwest Airlines). Southwest had donated four round-trip tickets for our trip. We also used two round trip tickets from my Southwest Airlines frequent flyer program. We still had to buy tickets for one leg of the trip. I called the Southwest Airlines reservation number and got a very nice and helpful young lady on the line. I explained that making the reservations would be complicated since we had frequent flyer miles, free tickets from Southwest, and we also needed to buy tickets for one leg of the trip. However, I didn’t know which flight to buy, since we wanted to purchase tickets for the least expensive flight—applying the free tickets to the more expensive flights.
She searched diligently to find the least expensive flight of the trip. There was just one problem. That flight did not have enough seats left at the rock bottom fare. We needed two additional seats at that fare. She suggested that since I was working with the executive office at Southwest to arrange our tour that I should call and ask if they could authorize her to sell all the tickets at the lowest fare!
I was so impressed with this reservationist and her attitude of service. She had worked almost a half-hour to book all the flights and now she would hold the two seats until I asked the executive office to release the seats at the lower fare! She was truly working to save us money and I really appreciated that. I got her name and phone number. I discovered that she was working at a phone center in Oklahoma. I thanked her and hung up.
I then called the executive assistant to the executive office at Southwest and told her the situation. She said there would be no problem lowering the fare for the two seats and that she would take care of it immediately. I gave her the reservations’ name and phone number. Then I mentioned that the reservationist had done an outstanding job helping me. I suggested that someone should mention this to her supervisor.
About ten minutes later my phone rang. It was the reservationist in Oklahoma. She sounded very excited and said, “You can’t believe what just happened to me! I just received a call from Colleen Barrett. She personally thanked me for giving you such extraordinary service!”
For those who don’t recognize her name, Colleen is the Executive Vice President of Southwest Airlines, and the Chair of the corporate Culture Committee. Within five minutes of my suggesting someone should recognize the fine work of this reservationist, the Executive Vice President of Southwest Airlines—a company of over 29,000 employees—had made a personal call to express her appreciation to the reservationist! I can tell you for certain that this reservationist received an incredible deposit to her Emotional Bank Account that day! This affirmation was like a powerful charge to her battery.
Such small gestures certainly do send big messages at Southwest. They can also send big messages within your organization. Do you look for opportunities to celebrate employee accomplishments, both great and small, or do you focus on finding fault and criticizing? Are most of the transactions you conduct with your employees considered “deposits” or “withdrawals” to their Emotional Bank Accounts?
Too many organizational cultures are still driven by criticism, fear, and punishment. (The floggings will continue until morale improves!) Celebrations and affirmations inspire, motivate, and reenergize people. Isn’t that what effective leadership is all about? Are you a “battery drainer” or a “battery charger”?
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About the author:
Dr. J. Howard Baker is Assistant Professor of Computer Information Systems at the University of Louisiana at Monroe. Last year Dr. Baker taught an Honors Seminar at ULM, which included a field trip to the top servant leadership companies in America. Dr. Baker has been a Franklin Covey 7 Habits of Highly Effective People certified facilitator for seven years, and has served the University of Texas at Tyler as their facilitator for four years. During the summer he offers a graduate and undergraduate course at U. T. Tyler in personal and organizational leadership. He holds a B.S. in Management from Samford University, a Master of Accounting (MAcc) from the University of Southern California, and a Ph.D. in Information Systems from the University of Texas at Arlington.
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