ARTICLES & REPORTS

Thomas Moser not only builds exquisite furniture, they are also building a "Workforce of Champions".

I recently interviewed Colleen McCracken, Thomas Moser's Chief Operating Office, and Mike Letourneau, their Human Resources Manager to find out what they're doing to keep morale high during these challenging times.

Their story illustrates an important point I've written about and presented on for years:

"The same leadership practices that lead to high morale also lead to high productivity."

To say it another way for the skeptics, building employee morale isn't a "warm fuzzy, touchy feely" thing that takes away from "the real work". It enables the "real work" to get done faster and better.

According to Ms. McCracken, Thomas Moser has improved efficiencies by 20% in the last 6 months because of the management practices they've consciously adopted, and the professional development they've provided their workforce.

Here's one of the key things they did to make this happen:

They Forged a Deeper Connection Between Employee's "Little Picture" and the "Big Picture"

A few years back, Thomas Moser instituted a Customer In Residence Program. This program, designed to create a stronger bond between customers and the company, enables customers to work side by side with Thomas Moser's craftsmen, building their piece of furniture. The program was originally designed to build a more meaningful customer experience by involving them in the creation of their furniture. To management's surprise, the program had just as powerful an impact on their craftspeople.

"We have cabinet makers who've been here for 20 years say it's been the most rewarding experience they've had at work", said HR Manager Mike Letourneau.

Part of the reward was that they were able to see firsthand the impact their expertise had on their customers. They get to see the customer's reaction to their artistry each step of the way. It also has helped them grown personally and professionally.

At first, many of their craftspeople were apprehensive about the program, since becoming a teacher, speaker, and mentor isn't typically what excites most elite artisans.

"After the first round, though, they became energized about the chance to relate their craft to the end user, having a customer right next to them and feeling they are special, being able to create such a high end product," said Ms. McCracken.

Recognizing the impact the Customer in Residence Program has had on employee pride and morale, management has stepped up the program.

"In these difficult times, we have more of these going than we usually do. It's one of the things keeping morale high, despite the tough times", said Thomas Moser's president.

So How Do You Work With the Need for Meaning and Purpose?

Keep the Dream Alive - Share stories about how your products and/or services make a difference in the lives of others. Remind employees exactly how what your company does matters.

If Possible, Let Them Touch Your Customers - There's nothing like firsthand exposure to someone's experience of your product or service to leave a lasting emotional impression. If possible, get video interviews of happy customers and play them at team meetings. Even better, let employees who have been traditionally "behind the scenes" interact with customers directly.

Show Them How They Matter -The best managers make it an ongoing practice to show each employee how their Little Picture makes the the company's Big Picture possible. Using stories and statistics, make sure all employees know explicitly how their doing a great job helps your company succeed, and helps you provide value to your customers.

Ask Them To Share Their Perspectives, Know How, and Wisdom - While every manager knows that you're "supposed to do this" few do. Take the time to engage your team members-especially the front line employees-in conversations about process improvement ideas, execution of initiatives, and other situations they have direct experience of. Few things amp up employee engagement like asking for their input.