Page 219 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

206B RE-ENGAGE

associates, or “Stars” as we call them, make whatever decision they
feel comfortable making and spending whatever amount it takes.
We just let them know that they need to go to their manager if they
don’t feel comfortable making that decision. Customers don’t care
about your rules [emphasis ours].

Mr. Gallineau brings us to the heart of the matter. Job enrichment
is about providing an environment where the right person has been
given the right support and the right tools so they wow your custom-
ers. You can’t write a rule book thick enough to cover every crazy con-
ceivable contingency your customers can throw at you—the folks at
Gaylord and Rackspace know that. You’ve got to trust your employees
to do the right thing. If you do, they’ll likely find greater satisfaction
in their work and amaze your customers, who will come back often
and tell their friends.

: IDENTIFYING PROFESSIONAL GROWTH OPPORTUNITIES

Many senior leaders may say they are investing in the growth and
development of their employees and managers, but leaders at winning
employers appear to be doing a particularly effective job with their
investments.
Where should you make your investments?
In the left-hand column of the following chart are five questions
that organizations have traditionally asked when considering ways to
help employees learn, grow, and develop professionally. In the right-
hand column are a series of questions that we believe Best-Places-to-
Work winning companies are asking; bear in mind that they are not
intended to replace those on the left-hand side, but to complement
them.
It’s often been said that you cannot know the answer to a question
you never ask. We encourage you to think deeply about these ques-
tions, as they may expand the options you consider about ways to help
employees discover and develop their talents and interests.