E-News for September 2001
Greetings ALMA Members,
Mercury thermometers were once widely used in laboratories and are still a common item in many. While these devices are still functionally useful, the environmental and health consequences from breakage are so significant that many prudent managers are replacing them with alcohol thermometers or thermocouples where possible. A shattered thermometer bulb can spread mercury over a wide area, into crevices, or into drains that can be difficult to clean with the typical spill kits and may require professional remediation services. Environmental cleanup and air monitoring can easily cost over $2,000 for one broken thermometer. Many managers are unaware of the number of these devices that have collected in their labs over the years—I was surprised to find more than fifty mercury thermometers stored in drawers in my own lab. With large numbers of excess thermometers haphazardly stored in bench drawers, the risk of accidental breakage becomes significant. While there is an initial cost for replacement, avoidance of even a single spill can more than offset this cost.
In today’s economic environment, the concept of loyalty between employees, companies, and customers seems to be a quaint, old-fashioned idea whose time has passed. However, a recent article entitled “Lead for Loyalty” (Harvard Business Review, Jul-Aug, 2001) maintains that those companies that act in a manner that engenders loyalty reap business benefits and success over the long haul. The old adage that loyal employees make loyal customers is true. Research indicated that executives and managers can build loyalty by adhering to the following six principles:
- Preach what you practice
- Clearly state your values to your employees and customers to let them know what you stand for.
- Play to win-win
- Look for solutions where no one has to lose.
- Be picky
- Don’t settle for the “best” candidate but be demanding in selecting the right employee for the job. Concentrate your services in areas where you can do an outstanding job.
- Keep it simple
- Have simple rules for decision making and simple measures for tracking progress.
- Reward the right results
- Save your best opportunities for your most loyal employees.
- Listen hard, talk straight
- Make it safe for employees to offer criticism and be honest in communicating either good or bad news.
The key finding implicit in the six principles is that business loyalty is derived from the personal integrity of the leadership team. As managers we cannot afford to compromise our ethics or morals.
With the recent tragic events in New York and the deteriorating economic conditions in most of our companies, it is easy to find reasons to skip events such as our upcoming annual conference. However, I hope that you will take a different view and find reasons to attend. Our staffs look to us for leadership through these events and have each other for support while we as managers are often left to fend for ourselves. Your annual conference in Houston in October provides a place where you can count on finding friendship and fellowship among your peers and even get ideas on counseling your staff or making your department more efficient. Register now for this great conference.
If you have any comments, cost saving suggestions, opinions, etc. let me hear from you .
Wayne