Scott Love on Loyalty and Why Your Team Follows
Summary:
As a professional speaker and trainer, Scott Love shortens the learning curve of new recruiters and salespeople and helps experienced ones break through their barriers and reach their full potential. His training and consulting company has earned the number one Google ranking for ‘recruiter training’ for over four years.
Scott Love has authored three books, including Why They Follow, produced hundreds of video training courses and has been quoted in the Wall Street Journal, Selling Power Magazine, and dozens of trade journals and business publications around the globe. Over 4,500 recruiting and staffing firms from over 35 countries have invested in his tools and systems.
Scott Love has spoken at nearly every trade association in the industry and hundreds of other events, associations, networks and sales meetings. Scott is the only recruiting trainer in the industry who is a member of the National Speakers Association. Scott is a graduate of the United States Naval Academy, a watercolor artist, and an amateur stand-up comic. He is married with two children and one invisible dog.
Main Questions Asked:
- Tell us about your book and why you wrote it.
- Who is the book written for?
- What are good indicators that you are not being a good leader?
- How can you gauge your team culture?
- How do you know when it’s time to part ways with an employee?
Key Lessons Learned with Scott Love:
Leadership
- If you want people to perform, you have to understand why they follow.
- An employee’s response ratio is related to how much they respect the boss they work directly for.
- The way a manager behaves is observed by those around them, the impact will be either good or bad in terms of accountability.
- A person’s second highest need to is to be recognized, the highest need is to do work that matters.
- You have to work to align a person’s intrinsic motivations with that of the team.
- Loyalty is matter of the mid-level management, not the executives.
- The first cardinal rule of human behavior is that people will do what is in their best interest. Imagine how the employee feels in any given situation.
- It’s easier to keep an existing customer than it is to find a new one, it’s the same with your team members.
- “People join companies but leave bosses, teach your managers how to be the boss nobody is going to leave.”
- Business is personal.
- Write down what your core values are and clarify your life purpose. It will build your confidence and allow you to lead better.
- The most important traits in a leader are: trustworthiness, and a clear direction.
Indicators
- A high number of people leaving is a big indicator of poor management.
- Some trends are beyond a company’s control, but the majority of the problems that damage employee morale are within a manager’s power to address.
- When you see a decline in work quality, you should intervene and learn what’s happening, assure the team member of their potential, if the relationship can’t be salvaged it may be time to part ways.
Culture
- Focus on how your employees can perform better, instead of how you can grow your company or team.
- Hiring an outside coach or using the perspective of a peer is the best way to understand the culture of a team. Asking the employee directly isn’t the best avenue.
- Ask employees “How can I make your work easier?”
- You have a hidden emotional bank account with each team member, when they leave you lose all the value you deposit.
- Once you establish the core values of your company, you have to follow through.
- Buying an employee will keep them around but it won’t make them loyal.
Final Tips
- Keeping an employee is much easier than finding a new one. Focus on keeping the good team you have.
- Get someone else to observe you leading your team to get a proper perspective of what’s going on.
- Work on your core values and write them down.
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