Employee Loyalty: Act Like A Division 1 Coach
Snapshot:
- If you are having trouble retaining employees this is likely a leadership problem withing your organization.
- In order increase employee loyalty you can create an environment similar to that of a Division I coach in college athletics.
- There is a five step formula to achieve employee loyalty.
Is employee loyalty a thing of the past? Too often we hear of employees spending one year at job, moving to another for one year, and so one. Ask yourself, is this the future of business or is there a loyalty problem?
Loyalty and commitment problems are symptoms of poor leadership. Loyalty starts from the top and it is within your control to change your organization. To become a better leader start acting like a Division 1 coach.
College coaches receive an immense amount of loyalty from their players. Endless hours of practice, restricted freedom, and players will talk forever about how much they love their sport, the commitment, and the sacrifice.
Five Step Formula To Achieve Employee Loyalty
In this article we give you the five-step formula that creates this type of loyalty.
When we refer to loyalty we are referring to a specific type of loyalty. This type of loyalty has been coined “Intense Loyalty” by a study done by two professors at Cornell’s Johnson School of Management where it is used to describe a unique type of organizational loyalty.
Ordinary loyalty can be defined as a bond to an organization or to some person or group within it. It consists of feelings of attachment, of belonging, or wanting to be part of something. This type of loyalty can be fostered though good pay, vacation, and nice benefits whereas Intense loyalty, is a step above. Intense Loyalty is required in high-functioning industries like college athletics or special operation military forces.
The Five Elements of Intense Loyalty:
- Relinquish Autonomy
- Identification
- Commitment
- Integration
- Goal Alignment
Introduction
Here is an outline for the statistically backed framework for elite organizational relationships:
(1) Autonomy – First, the athlete experiences relinquishes their autonomy to a strong leader. Autonomy is only relinquished in the narrow circumstance of their sport and gives the leader/coach has control over so many aspects of the athlete’s life that the athlete recognizes their subordinate position and has consented and embraced it.
(2) Identification – Next, the coach models themselves into a leader representing the organization. The organization/sport/university foster’s the individual’s identification with the group and the leader. Often this is done by trying to encourage a familial atmosphere and the leader serving as a role model.
(3) Commitment – Third, by fostering commitment by encouraging performance and investment in the organization the loyalty strengthens. As a result, a high degree of group cohesion is developed.
(4) Integration – Cohesion is further developed by isolation from outsiders. Which isn’t as harsh as it sounds the isolation is more a result of the elite status. Being a college athlete the schedule is demanding which isolates you from the typical college student. The elite nature and demand of college sports can also create a bit of an “elitist” or adversarial attitude towards non-athletes.
(5) Goal Alignment – Lastly, when individuals see their ends best served by the organization they sacrifice immediate gratifications for the good of the group.
Looking to boost commitment from employees? Then start acting like a Division 1 coach.
Below each element is broken down into more detail on both its manifestation in college athletics and on its application in the workplace.
1. Autonomy
Autonomy is relinquished through a variety of influences including the structure of collegiate athletics, their relationship with their coach, the level of play, and the reciprocal nature of giving up freedom.
Hierarchy of Collegiate Athletics
The athlete relinquishes autonomy by the structure derived by the college itself. Collegiate athletic programs are hierarchical in nature and by the position alone the coach has an enormous amount of influence over the players’ lives. The athlete views the coach as being in control of their food, shelter, and of their sports career.
The college weakens ties that impede on the athlete’s commitment. Often you see sports teams only spending time with each other or have certain academic placements. Outside influences are being eliminated. This may sound negative in the text but there is a lot of personal strength and value development that goes on at this stage. You learn focus, time management, and commitment.
Coach Relationship
The athlete is put in a subordinate role, but is important to note that this subordinate role is to a very small group of individuals, for example the coach and maybe assistant coach that’s all. Outside of these two people they have complete autonomy and control. Outside of this the athlete feels dominant but is willing to relinquish their autonomy in the narrow instance of their sport. You will often see this dominate subordinate relationship played out when coaches “punish” players whether running drills or losing a starting position.
No All-Stars
Additionally, once the athlete reaches the collegiate level of play they are stripped of their all-star status. In college, ever player was the best at their high school. Once they come to school they are no longer the best of the best. Everyone is the best, everyone is now on the same level they all must train and work together so the unit can become the best. It is not just one person can do it all and win. Winning can only be accomplished by the unit working together. This also requires the individual to consider their actions outside the organization and has them consider how they affect the group.
Reciprocity
An athlete will willingly enter the subordinate player/coach relationship and allow their schedule and activities to be controlled it is because they see the leader as protecting them and guiding them through the world. This relationship is complex in that subordination can bring about negative feelings at times. Additionally, if domination is improperly executed it can breed disloyalty. For domination and subordination to exist in a symbiotic relationship there is one factor that must be present, reciprocity. This reciprocity is in the underlying agreement that both the coach and the player need each other. While the player freely relinquishes control they do so with the understand that the coach is protecting them and watching out for their best interest.
Employee loyalty requires relinquishing autonomy in a work environment:
You need loyal employees, you aren’t simply telling them when to be at work, what to do, how much to be paid. These are all guidelines with the ultimate retainer that you are watching out for them. The employee with enter this relationship and it will function only if there is reciprocity the employer must give up some control and watch out for their employees.
2. Identification
Secondly, the player must identify with both the team and the coach. College athletes live and breathe their sport. Whether they are in season or out of season, on campus or not, they are always identified and aligned with their school. Even long after they have graduated they are forever affiliated with their team.
The athlete’s identification with the head coach also impacts their loyalty. The greater the alignment with the coach, the stronger the loyalty. This is probably one of the harder elements to address, especially if the relationship is struggling. The personal relationship between coach and player is one way to reciprocate loyalty. In the form of, “You are here for me, I am here for you,” symbiosis. This is a big responsibility on the coach to present themselves in the light of a reliable, one to emulate, role model.
3. Commitment
Third, the athlete must feel committed to the team. There are organizational influences to consider like scholarships and NCAA eligibility. Then there also the personal factors like commitment to your teammate and your goals. The commitment to the common goal and the reciprocal commitment of your teammates and coach.
4. Integration
The fourth element the individual is integrated into the team unit. This unit becomes so cohesive that the athletes feel they can work together, rely on one-another, and understand and anticipate the needs of their teammates. Athletes are bonded through intense training, balancing academics, and often living together. Often they share time alone on campus whether it is summer training or winter training the campus is often empty except for the student athletes thus increase the bond and exclusivity of the group.
5. Goal Alignment
In college sports the goal is winning. This goal allows the player-coach relationship to exist. The team cooperates with the coach to strive collectively to their mutual ends. The goals overlap but don’t have to be identical. For example, the coach may want a championship program but the player may want to have an exceptional college experience. Ultimately, individual goals align with group goals. If individual goals are not aligned there will become mistrust, competitiveness, and conflict damaging the cohesion of the team.
Final Words On Employee Loyalty
College athletics is viewed as tight-knit exclusive community to those within the organization. These members often let everyone know they are part of it and outsiders are not allowed in.
Can an experience so unique, fulfilling, and challenging ever be replicated in the workplace? Time will tell, but there certainly room for improvement of relationships in the workplace. Employee loyalty will vary from group to group and person to person however implementing elements of this model can enhance the relationship, loyalty, and quality of work achieved.
The key to employee loyalty is leadership. The leader must be willing to have a reciprocal relationship, to build the trust that is required to receive loyalty. To earn loyalty, you must be a strong leader. That strong leader must respect loyalty and give it in return.