If you get my voicemail, you’ll hear something like, “Hi it’s Steve Foran. Sorry I can’t take your call. Please share one thing you’re grateful for and a detailed message and I’ll get back to you promptly.”
I get some pretty cool voicemails !
Recently I got a voicemail from Stacy, who works in Accounts Receivable at a supplier we use, and her message said, “I’m so grateful for having a wonderful employer that allows me to work from home.”
When I returned Stacy’s call, we began our conversation with her gratitude voicemail and she lit up all over again. Clearly, working from home was a benefit she valued a lot and she loved to talk about it.
After the call, I wondered if Stacy’s employer knows how much she appreciates this perk. I’m guessing they do but they may not. Regardless, this is a teachable moment and one or both of these learnings may apply to you:
If there’s something your employer is doing that you really value and, like Stacy, you share it with others, I believe you have an obligation to let your employer know—you really do—so tell them.
If you’ve ever wondered if the special arrangements or the extra perks you give your people are making a difference or not, stop it. Unsubstantiated doubt is a waste of energy.
I couldn’t get Stacy’s “work from home” gratitude out of mind and eventually uncovered a lesson that is not so obvious—a lesson that applies directly to you if you give perks to your people. Here’s the lesson:
The workplace of the future puts people first.
Sound a bit too motherhood ?
So in your company, think of a perk or benefit your people get. Now ask yourself, whose interest is first as the driving motivation—is it your people or your company ? If you’re providing the extra perks or attention out of gratitude and genuine care for your people (your people first), congratulations ! I believe you’re a pioneer in creating a world-class culture of the future.
To truly find out whose interest is first, there’s inconvenient litmus test I recommend:
For any given initiative or perk that you offer your people, are you bothered if you don’t get a thank you or feedback in return ?
If you don’t get a thanks and you’re not bothered, then you know for sure you’ve got people first.
When people first is your motivation, technically you shouldn’t be looking for anything in return—not even a thank you (even though it’s nice to get a “thank you” or some feedback). If you’re looking for something in return (a thank you or more loyalty), don’t fool yourself in thinking you’re doing it for your people, because it sounds to me like you’re putting your interests (ego) or your company’s interests (profit) first.
I’m interested in how you make sense of this—thoughts ?
Most meetings have someone running the agenda. Far fewer have someone hosting the conversation - and people feel the difference.
At a recent Salon Dinner, I sat with 10 people, some lifelong friends and some total strangers, and watched a thoughtful host turn a big topic like AI into an evening everyone wanted to repeat. The 18th-century salons did the same thing: they brought together people who normally wouldn't mix, and let ideas, not rank, carry the room.
For executives and event producers, the lesson is practical. Before your next meeting, decide who is hosting the conversation, not just who is running the agenda.
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