Today's Reading

There is a difference between thinking about your employees and showing them you care. Your employees wish you cared as much about them as you do about the business. They don't know you care about them as much as you actually do because you either aren't showing it at all, or you're "showing" it in a way they don't see or feel.

Why can't they see it or feel it? There are at least three reasons...

THREE REASONS YOUR EMPLOYEES DON'T KNOW YOU CARE AS MUCH AS YOU ACTUALLY DO

1. Lack of understanding: As humans, we tend to see the world from our own perspective or point of view. We worry about our own "stuff" so much that we fail to realize other people care about us, too. Employees are often so preoccupied with their own challenges, crises, and circumstances that they don't have time to fully consider the multifaceted aspects of the employee-employer relationship. In addition, most employees have never been (nor will ever be) employers so they lack context for the challenges, stresses, and difficulties that come with the role.

2. Lack of demonstrated appreciation: Most leaders over-index on the "tell" part of "show and tell" when they should be exploring more ways to "show." You can say you care about your employees, and you can even tell them that you care, but when was the last time they witnessed you do something that showed you care?

Some of you might be thinking, "Joey, I paid their paycheck last week—doesn't that count?!" Actually, it doesn't. They worked for you, and you paid them the agreed-upon compensation. That's not care—that's a contract. I'm not saying you don't deserve credit for living up to your part of the agreement and processing payroll on time (yet again), but your employee gets just as much credit for completing their part of the arrangement by showing up and doing the work.

By "demonstrated appreciation," I'm talking about the moments when an employee feels cared about and cared for in their dealings with you and the organization at large.

When an employee has an interaction with you, or someone else on the team, that makes them feel seen, heard, and appreciated, that is showing that you care about them.

3. Lack of connection: A visionary leader who spends the majority of their day focused on the big picture, future growth, scaling, and achieving has a tendency to overlook the small acts of kindness that can make an employee's day. By slowing down, getting more granular, and looking for magical moments to personally and emotionally connect with employees, a leader can shift the employees' beliefs and feelings from wishing their employer cared to knowing that they do.

This book is designed to help you show, tell, and demonstrate—in meaningful ways—that you care about your employees individually and collectively, in order to boost retention and bring out the best in your team. The philosophies, methodologies, and processes I describe in this book (all anchored around The First 100 Days of the employee journey) have radically changed how employees around the world feel about their employers. I've witnessed this firsthand with my consulting clients, received updates from audience members after attending my speeches, and read stories of success in "Best Places to Work" magazine profiles and case studies. This shift has led to enhanced engagement, skyrocketing sales, and record-setting retention for the organizations that focus on caring for their people—and then systematically and consistently demonstrate this care. In short, The First 100 Days approach to employee experience has worked in the past, it works right now, and it will work in the future for you.

The concept is quite simple:

To never lose an employee again, you must help your employees navigate their journey with you, caring for them and guiding them every step of the way—especially within The First 100 Days at your organization.

The examples I showcase run the gamut of size, scope, and industry. This approach to employee experience has succeeded in small, medium, and large organizations. From teams of two to conglomerates the size of cities, caring about your employees and giving them remarkable experiences leads to extraordinary engagement and long-term loyalty.

The ideas in this book are not my theories. They come from real-world experiences. They have been tried, tested, and proven in the fields, factories, jobsites, office complexes, boardrooms, and break rooms of enterprises on all seven continents. Yes, you read that right, I've specifically included examples from every continent on Earth in an effort to illustrate that these concepts are universal in their applicability and outcomes.

You might be concerned about the size of your company and whether you can implement these ideas. Don't worry—you can. I didn't want to write a book just for organizations with hundreds of thousands of employees and human resource departments large enough for an entire office building. I wanted to create a book that worked for the 90 percent of businesses that employ less than one hundred people. You don't need an HR department to implement these ideas. You don't even need an HR person to implement these ideas! You just need someone (at least one person, and the more the merrier) who will commit to consistent enhancements to the employee experience— whether you're hiring your first employee or your five hundredth.


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