Page 233 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times
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220B    RE-ENGAGE

        her. Again, the walls shook. We looked at each other and wondered
        aloud, “What was that all about!?!”
           Only later did we find out. We had just witnessed the aftermath of
        a triggering event. Sharon had just learned that she was being paid sig-
        nificantly less than the men in the office doing the same job. She had re-
        acted with understandable, but uncharacteristic, emotion. Phil, the firm’s
        CEO, had just recently promoted Sharon from her job as office manager
        into the more prestigious role of professional consultant. She had spent
        most of her career in administrative roles and was at the top of her game,
        but the firm was growing so fast that new consultants were needed to
        handle the business. Phil knew Sharon could handle the promotion: she
        was extremely bright, service oriented, dedicated, empathetic, and profes-
        sional. What he didn’t know was that trying to buy her services cheap
        would result in the firm’s losing a valued employee. Sharon went home
        early that afternoon and submitted her resignation the next morning.
           Later that morning when Phil told us what had happened, we could
        see he was plainly upset and disappointed—with himself. “I really screwed
        up,” he confessed. He hadn’t slept much the night before. We suggested
        he call Sharon, ask her to reconsider her decision to quit, and offer to pay
        her the same as the other consultants, which is what he did. He actually
        did more than that; he apologized to Sharon, admitting he had been try-
        ing to save money wherever he could. Sharon thought about it overnight
        and decided to accept Phil’s new offer. We were happy to have her back at
        work and told her so in no uncertain terms, but we wondered, “Would she
        ever really trust Phil after that?” We got our answer three months later
        when Sharon left to go to work for a competing firm.





        :   THE HUMAN NEED TO FEEL IMPORTANT AND
            BE RESPECTED


        When Leigh asks audiences at his presentations to raise their hands
        if they receive too much recognition, he generally gets expressions of
        smiling bemusement, outright laughter, or responses of “Yeah, right!”
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