During our work with company owners, we often hear this statement: “My employees do not identify with our company.”
So that employees not only do good work but also enjoy it, they should stand behind their employer with everything they do. So we are listening when we take such a statement and ask: Where would such identification possible? What is the essence of your company?
This is leaded by even more fundamental questions: “Who do you want to be? What do you want to achieve? What are your goals? “Mostly, however, the answers do not formulate a goal, but rather a wish. This alone is to recognize why employees do not or cannot identify with their company. They do not recognize goals or values, let alone those in whose development and formulation they would be involved. Thus, there are no guard rails for them or their colleagues to follow.
Goals should be clearly defined
Let’s take an example: someone says he wants to lose 5 kilo, has formulated a wish. Anyone who says he wants to lose 5 kilo by Easter next year has defined a clear goal. This statement defines a measurable quantity and gives a specific time. The goal formulation is operational.
Problem: spongy formulation
When we come to a company as an analyst and ask its employees if they know their employer’s goals, it becomes clear that they are not really aware of them. This shows how often the wishes, goals and visions of an entrepreneur are not formulated. Thus, identification is impossible. And since it does not fall from the heaven like manna, a conscious, rational management decision is needed to develop and formulate it – preferably with the help of an expert from the employee base.
Leadership always begins with purpose or vision
What are your goals with your company? Formulate this.
Which vision do you have? It does not have to be as clear as a target. Rather, a rough description that may quietly include a certain amount of emotionality, completely appropriate. However, this must also be formulated.
Thus begins the challenge of harmonizing these two areas, that is: sub-goals, deducing departmental goals and writing a coherent corporate concept.
A little help for you in the procedure:
Formulate a rough direction of your vision in one or two sentences, a strategic orientation of your company. We help you to formulate this as well as possible.
Now formulate your detail, department, sub goals to your vision. Continue with sales goals, return targets, e.g. return on sales per year, return on gross profit or personnel costs, which should not be higher than 54% of gross profit, etc. Thus, you receive clear and measurable requirements for all colleagues and supervisors.
Define, plan and control. In the course of the year, always make an intermediate check of the goals achieved. So you always have your goals clearly in mind and can check whether you are still on schedule, plan revisions or other decisions and actions are necessary.
Decide, decide, and decide
As negative as it may sound now: Many entrepreneurs do not make decisions and they do not like decisions. They just have a hard time. A decision is always a direct choice between several alternatives. They prefer to work instead of changing and doing something to help their employees identify with their business.
Identification is always anaccordance of people with goals and values. In most cases, values are not defined and certainly not worked out together with the employees. Only when this has happened is it possible to identify employees with the company.
In addition, identification is transformed into a culture that is maintained and practiced by employees, provided it has been defined in advance as part of the company. How does your company look like? Do you have a corporate culture that anyone can literally »sign«? Or do you have the problem that your employees do not identify with your company? Blog with us!