How do you inspire passion and real loyalty in your organization?

The question was asked first on LinkedIn where other answers can be found. My answer was:

“Dear Eileen,

In my experience, the following may address the dynamics of what you are touching on.

Passion and real loyalty in an organization is not achieved by influence, empowerment, power, or authority. Though all of these may be necessary, taken alone or together they are insufficient. Rather, it is the result of another concept and method.

The concept is trust.

The method is relationships built on trust. Building trust in relationships defy organizational priorities because they are built on social realities among the people in the organization, not on the fictional realities of any superstructured corporate or administrative hierarchy.

Because trust is not readily extended, though deeply desired, it occurs most naturally when people in relationships are inspired to give trust to one another. But to do so really means to be willing to entrust oneself and one's work to another. This forms the basis of bonding among those with longevity. But that bonding also creates a barrier to entry for newcomers.

Thus, one's trust must be extended first and then, after proving oneself trustworthy, others will acknowledge that with their reciprocal extension of trust that has been earned.

When the trusting relationship is formed, loyalty follows.

With such a foundation, a passion for the co-workers' mutual work emerges. An experience of broken trust (betrayal), for what ever reason, shuts down this natural, social process. And all of the above backs out, one step after another or sometimes all at once like an abend (abnormal ending).

So long as trust does not exist, no amount of influence, empowerment, power, or authority will heal the damage. Organizations that do not pay attention to this dynamic then lose good people who move on and are saddled with untrusting survivors who operate well in an environment where distrust is the norm.

But untrusting survivors are too shut down to be inspired, too dispassionate to feel passion, and are loyal only to themselves in the final analysis because that is what they have learned from the organization looked at as a separate "person" from the people who work in it.

Given these dynamics, what can an individual do to inspire passion and real loyalty in the organization?

First, the leaders have to find and renew their own source of inspiration.

Second, once leaders are inspired, they show their passion derived from it through their willingness to work with all of co-workers.

Third, when co-workers work together, no matter what the level or title, leaders show loyalty to them by being true to themselves and the source of their inspiration.

Fourth, leaders are always prepared for acceptance, rejection, or just disregard and, as a result, they must be "wise as serpents and simple as doves."

Fifth, when leaders determine they are no longer welcome or their words are no longer listened to, they are reminded to "shake the dust off your feet when you leave." John”

What do you think?

Please include your comment here or contact me to discuss.

Thanks.

John Darrouzet