Eight Principles for Consistently Effective Leadership in Business

“Real Love is the single most powerful motivator in a leader’s toolbox. Clear and unsentimental, this book is required reading for a profitable workplace.”
~ Ken Blanchard, best-selling author of The One Minute Manager

In the vast majority of businesses, the expression “People are our most important asset” is little more than a plaque on the wall. The organizations that have actually put this principle to work, however, have demonstrated a consistent advantage over their competitors in the areas of employee retention, innovation, productivity, and profitability. Management experts are finally realizing that the development of “human resources” will be the key to business success in the foreseeable future, and in the words of one reader, “Real Love in the Workplace is the only book that explains what every person in the workplace needs most, as well as what we can do to provide it.”

We’re all instinctively aware that every human being has a primal need for love, but most of us fail to realize that this need continues into the workplace for every manager, direct report, CEO, vendor, consultant, board member, co-worker, and customer. If we don’t address that primal need, all our attempts to optimize business indicators—productivity and profitability, for example—will be frustrated to a significant degree. If we do address that uniquely human need—if we do what’s necessary to produce happy employees, managers, and customers—profits will naturally follow.

In Real Love in the Workplace, you will learn

• How to become a leader people will want to follow.
• How to create satisfied customers.
• How to create a work environment where employees are creative, cooperative, happy, and productive.
• How to eliminate—not just manage—conflict.
• How to evaluate and correct behaviors in a way that people will be eager to hear it.

Why are we talking about "love" in the workplace?

In recent years we’ve made some important observations in the study of management:

Creativity
The employees of the Canon corporation made creative contributions to their company at a rate 20 times greater than employees of other companies that were studied. ^1,2

Productivity
Toyota employees required 29 hours to assemble an automobile, compared to 46 hours for General Motors employees, a difference in productivity of 56%. ^3,4

Defect Elimination
A new corporation purchased Motorola’s television division, and before long they slashed production defects by 96%. ⁵

Customer Satisfaction
They reduced customer complaints by 90%. ⁵

Personnel Turnover
and their personnel turnover decreased by 97%. ⁵

These numbers are not fairy tales. They happened because these companies understood that the most important asset in every business—by far—is people. It’s our employees, managers, and customers who produce our products, services, and profits.

And if we fill the needs of these people, they will naturally, even eagerly produce the products, services, and profits we want.

So the question every effective manager must ask and answer is this:
What are the needs of the people I serve?

And this is the point where most businesses fail. On the whole, most managers do not know how to fill the essential needs of their employees, customers, fellow managers, and others.

We know how to service equipment.

We know how to manipulate information.

• The employee who resists direction.
• The loud, angry boss.
• The angry customer.
• The difficult board of directors.

In situations like this, almost all of us have felt frustrated and even helpless.

We wonder, where’s the manual for this?

Fortunately, the secret to effective—even great—leadership isn’t a secret at all. It’s about understanding the most basic human need.

Countless management studies—surveying millions of workers and managers—have now proven beyond doubt that the people who are most creative, communicative, collaborative, productive, and profitable in the workplace are those who are simply happy. They’re the people who enjoy being at work, and countless more studies have demonstrated that in order to be happy at work, what people want most is to know that the people around them—especially their immediate supervisors—care about them as individuals.

It really is that simple. And it can’t be faked. Caring about the people who work for us can’t be just a management technique.

When a manager genuinely cares about the well-being of the people he or she leads, they will almost invariably respond with a natural—and usually dramatic—increase in communication, creativity, collaboration, and productivity, which unavoidably leads to an increase in profits for the corporation—or improvement in services for the non-profit organization.

Now, we need a word for this managerial concept. When somebody cares about your well-being, when they listen to you and do everything they can to help you grow and develop, when you feel connected to that person and happier around them, what do you call that feeling?

You could call it respect or acceptance or trust or whatever, but any positive behavior becomes far more effective when we call it what it really is. Sometimes that takes a bit of courage, which was recognized by

Curt Coffman, author of the international bestseller First Break all the Rules, when he talked about the power of the Real Love in the Workplace program. He said,

“Dr. Baer has not only isolated the critical key to full human engagement, but he has the courage to recognize our essential emotional needs and to change how we manage all the people around us: employees, customers, and others.”

We’re not afraid to name it outside the workplace, and it’s the same essential quality and need once we’ve walked in the door of the place where we work.

Every human being has a primary need to feel unconditionally accepted, to feel cared for by the people around him or her. We all have a need to feel loved—even at work.

We’re not talking here about romantic love. We’re not talking about something soft or weak. Red Auerbach was the coach of the Boston Celtics, where he won more consecutive world championships than any professional coach in any sport. When asked to name the key to his unprecedented success, he said it was all about LOVING his players.

The key to great leadership is Real Love, which means genuinely caring about the happiness of other people.

It means developing our employees, listening to them, and helping them. It means caring about our customers.

As Margie Blanchard, wife of Ken Blanchard, author of the One Minute Manager, said,

“Leadership isn’t about love—it is love. It’s loving your customers, it’s loving your people.”

Companies that have employed policies of genuinely caring about their customers have seen extraordinary results, as we already described:

• Explosive creativity.
• Much greater productivity.
• Far fewer mistakes in production.
• Much happier customers.
• Higher employee retention, to the point of intense loyalty.

These are not myths. We can all learn how to achieve results like this. Real Love in the Workplace training will teach you how to become the kind of leader people will WANT to follow, want to share their creativity with, and want to do their best work for, and then you will experience the increases in communication, collaboration, and productivity that lead to the results you’ve always wanted. Begin now to learn the simple but powerful principles that will dramatically change your organization and, in the process, make your own job a great deal more enjoyable.

Sources
1. Norman Bodek, “Making Quick and Easy Kaizen Work for Your Shop”;
Moldmaking Technology; available from http://www.moldmakingtechnology.com/articles/0805lean.html;
Internet; accessed 9 January 2007.

2. “Profit Ideas,” ProfitPro.us; available from http://www.profitpro.us/profit_ideas.htm;
Internet; accessed 6 November 2006.

3. Robert Heller; “Management Myths:  Exploring and exploding some of the common management myths abounding in the corporate community,” Thinking Managers, July 8, 2006; available from http://www.thinkingmanagers.com/management/management-myths.php; Internet; accessed 9 November 2006.

4. Sarah Karush; “U.S. Automakers Narrowed Productivity gap last year,” Manufacturing.net; June 1, 2006; available from http://www.manufacturing.net/article.aspx?id=8612;
Internet; accessed 13 November 2006.

5. Thomas J. Peters and Robert H. Waterman, In Search of Excellence
(New York: HarperBusiness Essentials, 2004), 38-39.

Download a chapter:

Real Love in the Workplace

Watch the Introduction

One component of our comprehensive business training program is a online tutorial consisting of sixty 15-20 minute lessons on a variety of workplace issues. To learn more conducting a training at your organization, email us at workplace@reallove.com or call us at 877-633-3568.

Watch Lesson 1

“Dr. Baer has not only isolated the critical key to full human engagement, but he has the courage to push it forward. Recognizing that human beings have essential emotional needs, we need to change how we manage all the people around us: employees, customers, and shareholders. This book provides a very deep look at how to genuinely capture and release human commitment and contribution. I really enjoyed this book.”
— Curt Coffman, author, international best selling First Break All the Rules

"Real Love in the Workplace is a refreshing alternative to leadership-by-fear-and-domination. Don’t be fooled by the title. This book is full of hard-nosed practical advice. The fact is, the world has changed such that those who do not lead in this love-based way will fail in the new economy."
— Mark Joyner, author, best-selling Simpleology

"This is the ultimate key to business success! For many years as a retail sales and training manager, I’ve looked for that magical motivational formula, but my search is finally over! If you want a retail staff that greets and serves with enthusiasm—if you want people who glow—Real Love in the Workplace will get you there.”
— Tony Hsu, Senior Manager
Nokia Academy Global, Shanghai, China

“Although I was a successful entrepreneur and alumnus of one of the country’s top graduate business schools, it wasn’t until I read Real Love in the Workplace that I learned what people want most. These principles have revised our policies and procedures, greatly reduced stress for everyone, and made management easy. People now admit their mistakes freely and learn from them, instead of hiding them because they’re afraid of being criticized and attacked. Our entire corporate culture has changed.”
— Mark Aspenson, Executive Director, Visiting Angels Living Assistance Services