11
FROM THE FOUNDER
E veryone keeps talking about how difficult it is to find and keep truly outstanding people in their firms. There’s a little secret on how to do that – one that I have never seen anyone write about. And that is what I call “organizational self-image.” Improving it will not only help you attract and keep good people, it will also bring in new clients. Improving this will not only help you attract and keep good people, but it will also bring in new clients. Improving organizational self-image
Mark Zweig
“Organizational self-image” is all about what your people think of your organization and how they feel about it. Do they feel like they are part of something special? Do they think the company has higher ethical standards than the other businesses they have worked for or compete with? Do they feel like winners instead of losers? Do they exhibit pride in their workplace? Do they think the preponderance of employees there feel the same way they do? If the answer to these questions is “yes,” the company has a healthy self-image. Let’s explore each of these questions and how to make them real: 1. Do your people feel they are part of something special? To make this happen, you need to tell the story of how your business was started. What
struggles were overcome to get the business off the ground and growing? What awards have you won over the years? What do long-term employees say about working at the company? Get all this stuff in writing. Put it out there in podcasts and videos and on your website. Make a serious effort to get PR from local and industry media. Share all of this with your people. 2. Do your people feel you have higher ethical standards than any other business they are aware of? Leadership has to set the example here. Have you turned down a project with a client that doesn’t meet your standards? If so, promote it. Have you fired a client that abused someone on your staff? If so, promote that. Have you blown a budget because it was necessary
See MARK ZWEIG, page 12
THE ZWEIG LETTER OCTOBER 3, 2022, ISSUE 1459
Made with FlippingBook Annual report