Finding the Work You Love

Does Workplace Loyalty Really Matter?

Workplace loyalty. The concept may seem as though it has been relegated to the dustbin of history. A horrific economy, employers that layoff workers with impunity, and bosses that keep employees on a BlackBerry tether 24x7 do little to assuage the belief that it's essential to look out for Number One.

However, according to Timothy Keiningham and Lerzan Aksoy, authors of Why Loyalty Matters (Benbella, July 2009) workers who say they're loyal to their employers experience the highest levels of job satisfaction. The upshot? Loyalty matters, especially in tough times. Moreover, you can learn to increase your loyalty level--and potentially up your happiness in a down economy, they argue.

Keiningham and Aksoy draw from the most comprehensive study of loyalty ever conducted, the landmark Ipsos Loyalty Study, to show why loyalty is critical to our happiness as individuals and our success as a society. Whether you're looking to change jobs, find a new career, or improve your satisfaction level at a current job, consider heeding their advice. When it comes to business success, relationship success, and even our overall happiness, loyalty is the difference maker.

Sam Greengard: These days, most companies display very little loyalty to employees. So, why should employees show loyalty to employers?

Tim Keiningham: Several years ago, this question was entered on Yahoo! Answers: “I was wondering, why should employees be so faithful and loyal to companies who don’t care about them?” The best answer, chosen by voters, began this way: “Employees are not loyal, nor should we be. If we can get $5 more an hour for the same job by switching, most of us would. And why shouldn’t we?”

This exchange demonstrates the quid pro quo of today’s company–employee loyalty. As workers, all too often we find ourselves considered disposable. Not surprisingly, our loyalty as employees to the firms where we work has responded in kind. While this might seem totally fair, it doesn’t make us feel any better. Our loyalty as employees directly impacts our happiness. We are much more likely to be happy if we feel strongly loyal to our work.

SG: What are the benefits of showing loyalty? What does an employee receive in return?

TK: One of the most important domains of our lives is our work. In fact, nothing will take up more of our time as adults than work—not family time, recreation, eating, or even sleeping.  And while we often hear “it’s just a job,” work has the potential to enrich our lives. Our research conclusively shows that the more we can feel loyalty to the work we do, the more likely we are to be happy.

SG: What does it mean to be loyal? What specific actions and behavior translate into loyalty?

TK: It is important to distinguish being loyal from being a sycophant. Being loyal does not mean following something or someone blindly, allowing others to take advantage of you, or undermining yourself for others’ benefit. Any organization or individual that expects this of you under the guise of loyalty has proven that they are not worthy of your loyalty.

Real loyalty at work is about meaningfully connecting with your co-workers to help one another and the organization succeed. Here are some simple ways that each of us can demonstrate loyalty in the workplace:

1.            Provide support and assistance to colleagues.
2.            Take a real interest in workplace projects and challenges.
3.            Recognize and encourage coworkers.
4.            Demonstrate that you are committed to the success of the team.
5.            Be reliable—follow through on what you say you will do.

While this might sound easy, few of us actually do this.  Less than 5 percent of us—fewer than 1 in 20—invest a great deal of time building and sustaining relationships with our colleagues at work. But we spend far too much time at work not to build meaningful connections there.

SG: Is it possible to remain loyal to an employer over the long-run if an employer doesn't show loyalty in return? Or does resentment build if it's not a two-way street?

TK: It is possible, but not likely.  Ultimately, loyalty is about connecting with someone or something. If our work is making us unhappy—and as a result, we cannot bring ourselves to feel loyal—then we need to do some serious introspection. Is it really that the company “doesn’t care,” or is it something else? Clearly, not all work environments are conducive to our happiness. But frequently the problem is not the company per se, but our place in it.

Here are two of the most common problems with our ability to feel enriched at work:

1. The roles expected of the job
a. What is it about my work that drains me?
b. What aspects of my work do I love doing?
c. How can I do more of what I love and less of what I hate?

2. Our connection to others at work
a. What is the quality of my relationships with my peers?
b. What is the quality of my relationships with my direct supervisors?
c. What is the quality of my relationships with those who report to me?

Both of these issues are important. But it is our loyalty to others at work (our peers, supervisors, and direct reports) that most strongly impacts our overall happiness through our work.

SG: What did you find in your research? Any surprises?

TK: One of the most interesting findings in our research was the unique contribution of our loyalties in multiple domains of our life (e.g., work, family, friends, community, etc.). We need to feel loyalty in multiple domains of our life if we are to be happy.  And outside of family and friends, for those of us in the workforce, work is the most important domain impacting our happiness.

SG: Why do loyal employees report a higher rate of job satisfaction?

TK: Satisfaction is the seed from which loyalty tends to grow. Typically, enrichment at work leads us to develop stronger, loyal bonds. Therefore, it is up to us as employees to really hone in on those things that make us feel strong/fulfilled at work, and to try and find ways to do those things more often.  Obviously, we can’t do this all the time—it’s called work for a reason.  But if we make the effort, we can improve the percentage of our day spent doing those things that bring value to our lives.

SG: How does the current economic downturn affect loyalty?

TK: Without question, the recession has seriously damaged company-employee loyalty. We read the headlines. Layoffs make the front pages of our newspapers regularly. In essence, employers are telling their employees en masse that their loyalties are no longer economically viable. It hurts!  And employees that survive the cuts are responding by mentally quitting their jobs and seeing them as merely a way to make money.

This situation isn’t good for companies, and it isn’t good for us as employees either. For businesses, long-term success depends on loyal employees. The commitment and ingenuity of a company’s people is the only thing that cannot be replicated by another firm—and this is totally dependent upon their loyalty to the organization.

And for us as workers, a lack of employee loyalty means we spend the bulk of our waking hours trading our time and labor for one thing only—money. Sure, we need to pay the mortgage, keep food on the table, etc. But if the only reward for our work is monetary, then the exchange is likely to leave us unfulfilled. The reality is that our research shows that “feeling a deep sense of belonging to the company where I work” is far more important to most employees in driving their happiness than is pay.  

SG: What are the considerations for older workers trying to navigate the current job environment?

TK: This is a difficult market. And while Americans 50+ have witnessed a dramatic shift in company loyalty towards their employees, it is important not to allow this to jade you. We need to find joy in what we do. And we also spend too much time at work to not develop strong, loyal bonds there. (In many ways it is the work equivalent of not giving up on love because someone has broken your heart.)

For those who are looking for work in this market, it is important to call on those loyal relationships we have developed throughout our lives.  Find two or three people who will be your support team—encouraging you, looking out for opportunities, and providing honest appraisals.  This is the ultimate promise of strong loyalties…building connections that will support you in good times and bad.

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For more information about loyalty, including an assessment tool for understanding relationship styles and what's needed to raise your Loyalty Quotient or LQ, click to: LoyaltyAdvisor (www.LoyaltyAdvisor.com).

Getting Flex-Able

A quarter century ago, the idea of a worker deviating from the traditional 9-5 schedule seemed outrageous. Bosses wanted to know where their employees were at all times, and, other than sales staff and a few others who had to hit the road for work, out of the office meant out of the loop.

No longer. Computers and the Internet have created new ways to work--and think about work. Flextime, as the name implies, allows employers and employees to carve out nontraditional work arrangements. For many older workers, including those juggling childcare, eldercare, or other needs (including a simple desire to work flexible hours), flex-time may be the ticket to greater satisfaction and work-life balance.

An employer might stipulate that an employee be present in the office from 10 a.m. until 2 p.m., for example, leaving the remainder of the day available for a mix of work or personal pursuits. Another person might arrive at 6 a.m. and head out at noon, or from 11 a.m. until 5 p.m. Essentially, the employee agrees to be in the office for a certain number of hours each week, and handle the rest of the work at home or even in a coffee shop. The flex-time employee simply guarantees that the work will get done.

Fortunately, a growing number of employers recognize the value of a less rigid schedule and happier workers. According to the Boston College Center on Aging and Work, only 7.6 percent of employers do not offer any flex-time option. Marcie Pitt-Catsouphes, co-director of the Center on Aging and Work, believes that demographics and technology will unleash far greater opportunities for flex-time in the months and years ahead. In fact, companies that eschew flextime "may be missing important opportunities to enhance both their business performance  and their employees engagement," she states.

For specific tips about how to sell an employer on a flex-work format, check out page 192 of my book, "AARP Crash Course in Finding the Work You Love."

Dealing with a Younger Boss

One of the most unnerving aspects of a career change is the ego-challenging prospect of dealing with a younger boss. Taking orders from someone younger than your son or daughter may seem like a journey to the far reaches of hell. Especially if he has entirely different ideas about how to manage a project or market the latest product. But before you curse your bad fortune, here are a few things to consider:

Keep up with the times. One area in which boomers and other older workers lag is in maintaining their skills—particularly in the technology  arena. Don’t fall into the trap of thinking that the way you’ve always done it is good enough. Sign up for training sessions, community college classes, whatever it takes to become proficient—rather than irrelevant. Stay current with new books, movies, TV shows--or peruse a copy of Entertainment Weekly or Vanity Fair. You need not live the life of a twentysomething, but with a little bit of cultural literacy you can exert a large amount of cultural leverage.

Lose the 'tude. Don’t try to upstage your boss or act as though you know everything about everything. Also, don’t act like a disapproving parent and get defensive if your ideas are shot down. Finally, fight the temptation to rattle off past accomplishments. Your boss and employer want to know what you can do for them in the here-and-now. Focus on doing your job to the best of your ability and look for opportunities to excel.

Learn to Adapt. One of the toughest things as we grow older is dealing with change. Over the last quarter century, computers and technology have radically changed the face of business and altered the way bosses and employees interact. If you’re older than 50, you probably are familiar with a top-down management style. That is, the boss barks commands and everyone scurries to meet them. But in today’s workplace, there’s less structure and more latitude. You may need to work on teams and learn to take the initiative—without being asked to do so.

Communicate. In many cases, conversation and discussion equal positive results--and a far better understanding of the other person. Ask your boss what he or she would like to see from you and spell out clear performance objectives. Understand how your boss views success, then look for ways to deliver.

In the end, it’s important to remember that the right approach and behavior can diffuse difficult and potentially frustrating situations. By doing all you can do to be your best you’re far more likely to shine—and make age irrelevant.