Back to loyal cooperation

The term ‘loyal’ is actually derived from the French word ‘legal’ in the sense of ‘law-abiding’. Other keywords that we associate with loyalty are, for example, decency, sincerity, fairness, straightforwardness, integrity, solidarity and reliability. In short, loyalty refers to an inner bond between a person and other people or an institution, which ideally is based on reciprocity. Or to put it another way: you can rely on and trust a loyal person because they can also rely on and trust the other person.

How does loyalty develop?

Loyalty usually develops when we share the same values and views and stand up for them together. This brings people together – loyal people go through thick and thin together, support each other, even if their goals don’t match 100 per cent. This applies just as much in the private sphere as it does in the company – and here it applies both between employees and superiors, between employees themselves and between employees and customers.

Unfortunately, it is often only in an emergency that someone truly shows their loyalty. This is when a person’s true character is revealed. This may be the case if someone falls seriously and long-term ill or suffers a personal blow. From the employer’s point of view, it is important to understand that the employee first needs time to process what has happened and that their performance will therefore probably suffer for the time being. If this loyalty is reciprocated, employees will not forget it and will usually return the favour to their superior or the company, for example by working overtime or postponing a planned holiday if necessary.

However, if loyalty is expected and not fulfilled, we experience this as particularly dramatic. Whether it is a failure to provide assistance among colleagues or the flight of an important team member to a new job, if the person on whom we (mistakenly) relied also leaves us, the disappointment is great and it often takes a long time to put what has happened into perspective. Lost productivity due to such cultural and social damage costs organisations a fortune every year.

You might think that demanding loyal behaviour would protect a company from such situations, but be careful: loyalty cannot be forced, it is a voluntary attitude that usually only develops after several positive experiences. Demanding loyalty, on the other hand, seems counterproductive and is perceived as pressure, coercion or an empty phrase – and people increasingly react by being disloyal.

How can you recognise loyal employees?

It is important to take a close look here. Although a long period of employment can be an indication that the employee likes it there and is loyal to the company and the people, this is not necessarily the case. It is not uncommon for long-standing employees to settle into their comfort zone and work to rule.

One clear indicator of loyal employees is their committed pursuit of corporate goals. They are actively involved, think outside the box and dare to express unconventional ideas. They never speak badly of their employer and embody a positive image of the company. They carry out their tasks with motivation and conscientiousness and are willing to go above and beyond.

How can superiors restore loyal cooperation in the team?

There can be many reasons for a decline in employee loyalty, so sweeping statements such as ‘increasing greed for money’ or ‘an undisciplined, non-resilient young generation’ often do not hold up on closer inspection. It is certainly possible to analyse whether employees are reducing their commitment due to a lack of prospects in their own company, a lack of appreciation from superiors or unnecessary fixed-term contracts. The good news is that loyalty can be regained and even increased. I would like to use three examples to illustrate what such a process might look like.

Scenario 1: The team consists of ten people with different nationalities and mentalities. Banter disguised as humour is the order of the day. The manager is at a loss as to how to get this bunch back on track.

In a healthy corporate culture, diversity is seen as an enrichment. However, if differences lead to minorities being perceived as conspicuous, undesirable or ‘not right’, this casts doubt on the validity of the overarching vision. In this case, it is appropriate for the management to develop or strengthen the overarching sense of purpose, the common mission, with all team members. Where there is a sense of unity, no one needs to fear being left out. It is important to take time in the joint development of the shared mission to determine which team member should be assigned to which area of responsibility or which goal should be pursued. Everyone should feel that they are in their rightful place and are contributing something essential to the big picture.

Scenario 2: A manager has a team of 15 people. While he takes care of business and is often on the road, the team spends most of their time together. When the boss comes into the building, everyone smiles modestly, but something tells him that the peaceful appearance is deceptive.

If superiors are not sufficiently present and visible to the team, subcultures typically develop. This means that in the absence of the superior, one or more people from the team stand out and take the reins. In most cases, this behaviour is accepted by one part of the team, while the others rebel against this self-empowerment. The resistance gives rise to two conflicting camps. Since no one wants to be guilty of treason, the appearance of a functioning team is maintained for the manager. To uncover this suspicion, the manager must dare to raise such a thesis in the team meeting. It is important to openly address the obvious. ‘I perceive tension and wonder how day-to-day business can function under these conditions.’ And she has to be patient for a long pause, because that is what it takes for those who have a guilty conscience to speak up. Only when at least half of the team wants an improvement in the situation can the grievance be resolved. Then it is important to uncover communicative dead ends, to check responsibilities and, if necessary, to redefine the distribution of tasks. The basic principle is: active appreciation and transparent communication contribute to loyalty.

Scenario 3: A company repeatedly loses junior managers who are looking for a new employer after a two-year induction and professionalisation phase. The HR manager is at a loss and asks the long-standing top management to keep the young people.

When ambitious junior staff leave the company as soon as they have completed their task profile and can show initial results, it is likely that they lack professional development opportunities internally. In this case, it would be useful to first examine how closely feedback discussions are conducted with direct superiors and what insights these discussions lead to. Unfortunately, it is often the case that employee appraisals are neglected. As a result, valuable information, such as the desire for further training, possibly with funding, remains hidden. In some cases, it is also necessary to check whether top management is preventing the internal development of junior staff by ‘capping’ them due to a lack of authority. Only through regular and honest dialogue can potential be developed in the long term and thus employee loyalty increased.

My experience shows that a good working atmosphere is more important to many employees than monetary benefits. A fair working atmosphere keeps employees in the company – even if they could earn more money elsewhere. In addition, a loyal team has a balancing effect in times of crisis and greatly facilitates the integration of new employees. Genuine loyalty compensates for existing weaknesses, encourages and thus increases collective strength. With the support they experience, people dare to try new things and surpass themselves. We are also happier, luckier and usually more successful when we identify with the people and goals of the company.

Notes:

If you would like to promote loyalty in your company, please contact Miriam Engel. Loyalty is not only an attractive employee magnet, but also a long-term growth enabler! You can find more information here and arrange a virtual appointment with Ms Engel here.

We highly recommend the book Besser fuehren – Mit Haltung und Vertrauen zu Loyalitaet by Miriam Engel. With the help of the book, HR managers can recognise which leadership and social skills they have at their disposal in order to respond better to colleagues and employees, make good decisions and navigate safely into the future.

We are also happy to recommend the tips and tools for implementing loyal leadership, retaining employees and optimising employee communication that Miriam Engel describes in Royal führen – loyal handeln.

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Miriam Engel has published a series on the topic of loyalty in companies on the t2informatik Blog:

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