An organization troubled by poor morale, low productivity and high employee turnover searched for an executive who could "turn around" the company’s culture and motivate the workforce. After some time on the job, the newly hired executive began his turnaround efforts by trying to help employees feel valued. He gave each one a key chain with a plastic tag that carried the words, "You’re Number One at Company XYZ."
Some employees were given the key chains in person; others received theirs through the mail; and still others helped themselves to the key chains from the secretary’s candy dish. But, nothing changed.
Later, the diligent director offered employees a choice between a coffee mug or a water bottle with the caption "Company XYZ – We Are Number One." Though most took advantage of the free items, theyshowed no change in productivity or motivation.
A variety of initiatives followed. They included employee of the month awards, the appearance of numerous suggestion boxes, employee birthday cards (with the director’s name signed by his secretary), and the printing of numerous pads of "attaboy" notes. Still no change.
Soon, the company hired another director, who initiated monthly meetings with the CEO, perfect attendance certificates, and ball point pens, T-shirts and baseball caps. The result remained the same—no change. In fact, the organization is still not well after many upper management changes, national searches and employee recognition programs.
What happened? Those in charge made the same mistake described in an often told speaker’s story. A gentleman searched out a very well known, top-rated restaurant. He sat down at a table and began to study the menu. His mouth watered as he carefully read the description of each entree. Suddenly, he stopped reading, stuffed the menu in his mouth and ate it. After drinking a glass of water, he complained bitterly that his meal had been dry and tasted like cardboard. Like the gourmand, managers frequently confuse what’s real with what isn’t. Their subordinates, on the other hand, always recognize the difference.
The employees of the large organization mentioned above knew the difference between genuinely expressed appreciation and key chains, between gimmicks and authenticity. They took advantage of the gimmicks but never gave what really mattered—full and dedicated effort. When we, as leaders, substitute symbols for reality, we inevitably experience the bitterness of the menu, not the tastiness of the meal.