Building Loyalty: How to Create a Trustworthy Workforce

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In the fourth and final episode of The Reality of Business mini-series, inspired by their upcoming book Whose Side Are You On? Disloyal Bonding and Strategic Lies, Bob Morrell and Jeremy Blake uncover the essential steps to building a loyal, trustworthy workforce that will transform your business.

Throughout this episode, Bob and Jeremy reflect on crucial lessons covered in the series – spotting disloyal bonding, eradicating strategic lies, and building a culture of integrity. They offer actionable strategies for attracting employees who share your values, improving management practices, and training your team to prioritise long-term loyalty over short-term gains. You’ll also hear real-world examples showcasing how senior leadership can address toxic behaviours that sabotage your company’s success.

Listen now for the final insights you need to create a high-trust organisation. And don’t forget – this is your last chance to pre-order Whose Side Are You On? Disloyal Bonding and Strategic Lies before it launches on 1st October 2024. Pre-order your copy now on Amazon.co.uk!

For more info, free resources, useful content & our blog posts, please visit realitytraining.com.

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Episode Transcript

Speaker 1 (00:19):
Hello there and welcome to the fourth and final
episode of our introductorypodcasts to our book that is
coming out on the 1st of OctoberWhose Side Are you On?
Dissolute Bonding and StrategicLies?
And this is presented by BobbyMurrell and Jeremy Blake.
And in this final episode we'regoing to move on from the

(00:41):
concept of disloyal bonding andthe examples of strategic lies
that exist in organizations toask the question how do
different organizationseliminate disloyal bonding in
their organizations?
So there's three main sectionsto this recruitment, training
and other strategic things youcan do to remove these habits.

(01:01):
So let's first of all talkabout recruitment, jeremy.
How would a major company goabout recruiting for integrity?
How would you?

Speaker 2 (01:10):
do that.
Well, this is major.
And if you listen to an earlierepisode, I talked about people
who are hop skipping and jumpingbetween competing brands, where
they are the star of the show,not the brand, and they hope
they can take their highersalary and massage their bonuses
and be disloyal again.
So one of the first things youwant to do is find out why

(01:33):
people are leaving and if theyblame the organization yeah,
they couldn't really support me.
They didn't understand.
I was one of the top You'retrying to dig into the past
behavior, because quite oftenpast behavior predicts future
behavior.
We are habitual creatures andwe repeat our mistakes and our
habits.
So if somebody has moved arounda great deal, you've really got

(01:53):
to question that.
And this becomes doubly hard ifthe person doing the interviews
is also a strategic liar on themove, because they'll be
looking to also recruit peopleto massage their bonuses before
they move again.

Speaker 1 (02:06):
And this is why sometimes people move en masse
as a disloyal bunching groupoften companies will recruit en
masse, so they'll recruit 30, 40, 50 people for new departments.
And it's a very exciting timewhere you're recruiting lots of
people, interviewing them,thinking, can they do this?
And you may get people who say,oh yeah, I'm good at this sort

(02:27):
of thing.
You know, I've got the gift ofthe gab, you know I'm really
good at talking to people.
I'm very persuasive, and theywill big up their talents as a
salesperson to work out whetherthey're good at selling because
they're professional andtalented or whether they're good
at selling because they'reessentially good at lying to

(02:48):
customers in order to get deals.
And sometimes it's hard to spotbecause you might get somebody
who looks pretty good butactually they're just full of it
, and when they come and workfor you they can be immensely
damaging.
So that's the first thingAsking questions that will
expose those types of behaviorwill give you a very good
snapshot of the type of personthat you're looking for Now.

(03:12):
Then we move on to training,because training is really
important.
We run a training company andwe train thousands of people
every year, and what we see whenwe're training is this idea of
some people who have thatslightly disloyal trait, not
wanting to adapt their behaviorsfor professional behaviors.

(03:36):
Now, that's a reallyinteresting thing that through
training you talk about askingquestions of the customer and
developing the value andnegotiating professionally, and
some people don't want to dothat.
To them it seems a lot ofeffort when you can just tell a
lie and get the deal over theline.
Now, the more lies you tell,the more damage you do and the

(03:56):
long-term organizationalpossibilities are very, very
limited.
So training for loyalty isreally important because once
you have a loyal colleague whois selling professionally, they
will be winning you newcustomers who will also be loyal
and be more likely to stay withyou.

Speaker 2 (04:16):
I think one of the things I've seen increasingly
just in the last few years witha few clients is those
salespeople If we talk aboutthat department who don't do
enough research, are just armedwith the pitch to be disloyal
and go in and to sort of pointtheir products and prices and
services, which is why you needa structure that enables proper

(04:37):
research to see what are theambitions and pain points, if
you like, of the organizationyou're selling to and also as a
consumer.
If people are just good atpitching, that's a bit of an
alarm that they are prepared topitch and be disloyal at all
costs, how much they want tounderstand the customer.
And our training and other goodtraining companies out there
focus a lot more on how youunderstand people, how you ask

(05:00):
great questions and understandtheir outcomes that they're
desiring and get to know them sothat what you recommend isn't
just selling them something oncebut selling them for life,
which goes back to what we'vejust said.
Isn't just selling themsomething once but selling them
for life, which goes back towhat we've just said.
Recruiting people who areconstantly moving to look for
the best products, to pitch, tojust massage their own bonuses
are probably not great atretention.

(05:20):
You know you've got hunters andyou've got farmers.
You don't just want a team ofhunters who will sell at all
costs without the renewability,because retention is far less
costly for an organization.
So we've talked aboutrecruitment, about training.
What's another thing that, ifsomeone's listening to this
going gosh, I've got disloyalbonding going on.
They could be a large company,bob, they could be small, but

(05:41):
what else could they do toidentify and begin to reduce
stroke, eliminate thesebehaviors in their business?

Speaker 1 (05:47):
In many cases it comes down to managers, managers
, team leaders, sales managers,sales directors anybody who is
managing the sales and serviceprocess.
They are responsible forspotting these habits when they
occur, coaching them out ofpeople.
That's really important.

(06:08):
We do lots of work on coachingso that we can identify what it
is somebody said, challenge themon it and get them thinking
about what they could saydifferently.
And the point we make in thebook a lot is that so often it
comes down to language that youcould have the exact same effect
on a customer by choosingslightly different language
which doesn't in some waydenigrate, devalue and damage

(06:30):
your organization.
So a good manager will coachtheir individuals to choose
better language to use withcustomers.
And that's where the work thatwe do comes in, where we'll
create a structure which theycan then use as part of their
conversational journey.
But also that structure makessure that the right behaviors
are engaged in and the wrongbehaviors are discouraged if you

(06:54):
are a national organization oran international one, you'll
have different sites.

Speaker 2 (06:59):
If you've got, say, a number of managers on a site
but they're not connected, youmight end up with three disloyal
and one loyal, and if youhaven't identified that as the
leader of those leaders, you'renot going to fix the problem,
because the three that arecontinually disloyal will
continue to encourage behaviorsin their team members and any

(07:20):
other leaders that they'remanaging, and so this becomes,
as Bob's saying, a reallyimportant management issue that
managing for integrity is asimportant as selling for
integrity.
Where are you going with this?
What are we doing here?
It's, you know, it's a careerand we talk a lot about sales
because that's where it appearsthe revenue comes in.
But you can have disloyalbehavior where people are
shortcutting even parts of themanufacturing process or

(07:41):
shipping things that aren'tcomplete.
You know it lives in anydepartment, it isn't just in the
revenue.
But it's easier for us to talkabout that with our expertise
and our work, about sales andrevenue and profit, because
that's where we camp out in ourday jobs.
So anything else, or shall wenow encourage people to maybe
listen back to any episodes thatyou haven't?
We've made four.

(08:01):
We've talked about theintroduction and the concept of
why it matters that youunderstand what disloyal bonding
is.
We then went in episode twoabout, you know, design,
strategic lies.
We give real examples aboutthat coming down from the top.
Episode three some realeveryday examples that you might
experience.
And in this final one, what canyou do to reduce that?

(08:24):
Anything else from you, bobby,before we close.

Speaker 1 (08:26):
I think.
Finally, I'd just like to saythat, as we've already
highlighted quite often, thestrategy can come from the top,
and I think if very seniorpeople and board level people
have very clearly understoodwhat these habits are and how
they proliferate and howdamaging they are, then you can
have a company wide policypolicy which eliminates it and

(08:50):
that will do more to sustainyour company's success into the
future than just about anythingelse you can do with your people
and, of course, with yourcustomers.
So we would urge you please,now that you've listened to our
podcast, to look out for thelaunch of Whose Side Are you On
this Law Bonding and StrategicLies On the 1st of October.
It'll be available on Amazon,on Kindle, as an e-book or as a

(09:18):
paperback, delivered to yourdoor.

Speaker 2 (09:20):
So please, look out for that and make sure you get
hold of your copy.
Thank you.