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A healthy employee is a happy employee. Wellness is a key driver for employee engagement

This is a draft excerpt from the upcoming book, What’s Your Green Goldfish? Beyond Dollars: 15 Ways to Create Employee Loyalty and Reinforce Culture

1st inch – Onboarding

2nd inch – Food & Beverage Shelter / SpaceTransparency / Openness

The third INCH

The third inch on the 9 INCH journey to the heart of your employees involves Workplace Wellness. Little extras designed to support healthy behavior in the workplace and improve health outcomes.

Why is Wellness so Basic?

max borgesWithout health, we have nothing. It’s an easy concept to grasp.  More than just health, wellness is also about enhancing productivity. Max Borges of the Max Borges Agency (#713) breaks it down further,

When you feel good physically,” the triathlete says, “you feel good mentally.”

So his South Florida company, which does public relations for the consumer electronics industry, offers employee benefits such as an on site gym, as well as fitness classes and reimbursement for athletic competition entry fees.  (Source: DailyFinance.com)

Conversely, employees without a sense of wellness tend to take excessive sick days and suffer from low job satisfaction. Leaders at Canada’s Halton Healthcare (#803) were faced with these exact issues. They found a solution in Kailo, a decidedly psychosocial framework for staff wellness that was developed at Mercy Medical Center in Northern Iowa. Kailo, an ancient word meaning whole, pulls into balance all aspects of health and well-being, including social, emotional, spiritual and physical elements.

We wanted to build trust and improve relationships among employees. Kailo offered proven approaches to demonstrate respect and value for all employees regardless of their current health practices, and allowed us also to promote humor, fun and play in the workplace,” says Anna Rizzotto, Halton’s Kailo Coordinator.

Times of caring and sharing among co-workers were dubbed “Kailo” moments. Staff embraced all the benefits of Kailo, including “Kailo-to-Go” in-services, the Kailo Treat Kart, the Kailo First Aid Basket, and the ever-popular mini-massage. “The feel-good impact of mini-massage appears to surpass all other program offerings!” (Source: Quality Worklife,Quality Healthcare Collaborative)

Two Paths Diverge

As an employer you have two choices. Ignore wellness and pay a hefty premium (pun intended) or take action. Let’s look at a baker’s dozen of companies in the latter category. Organizations that demonstrate the ability to go the extra mile to promote workplace wellness:

Financial incentives

At Kahler Slater (#697), a Milwaukee-based architectural design firm, employees have access to health coaches and risk assessments. Individuals who meet health goals are rewarded with a discount of $720 off their annual health premiums. In addition, the firm sponsors a Wellness Committee that creates promotional and competitive activities to keep its 125 employees engaged. The committee works on three firm-wide activities per year, including charity weight loss challenges and events such as a “Fast Food Challenge,” which encourages employees to avoid fast food for a month. (Source: GreatPlaceToWork.com)

The wellness program at Borshoff (#719) includes subsidized yoga classes onsite, free pedometers, educational seminars and incentives to promote healthy living and positive work/life balance. Those who set and reach wellness goals receive $50 off their monthly insurance premium. The program has 91% employee participation. (Source: PR News Online)

clif bar green goldfish wellness #105

California based Clif Bar sports an extensive gym at its Emeryville headquarters (#105). The company literally pays people to work out. Each employee receives 30 minutes of paid time to work out and exercise. In addition, everyone gets 2.5 hours of personal training each year for free. The company was born on a bike and remains very environmentally conscious. Employees are given a subsidy of $500 to buy a bike (#139) as long as they ride it to the office at least twice a month. Does all this stuff add up? Clif Bar’s Retention Rate is 96%. [Source: ABC News]

Encourages employees to consider alternative transportation, Nature’s Path Foods (#641) offers $500 each year to spend on physical activities, such as the purchase of a new bicycle for commuting and supports employees with secure bike storage and onsite shower facilities.

Winter Wellness

There may be no such thing as a free lunch, but at Anadarko Petroleum Corp. (#355) there is a free flu shot. Recently, an in-house doctor started at the top of the company’s 30-story office tower in The Woodlands and over three weeks worked his way down, floor by floor, giving injections to nearly 1,900 employees at their desks – at no charge. (Source: Houston Chronicle)

Everyone at First Response Finance (#403) gets a “winter bag” packed with lip balm, an ice scraper, porridge, throat soothers, honey and lemon to see them through the darkest months. (Source: The Sunday Times)

Gym Dandy

reebok-crossfit-one

Some organizations have a company gym. Others may subsidize or pay for gym fees. Reebok (#4) took this to the next level in 2010 by converting a brick warehouse at Reebok’s headquarters into an employee exclusive CrossFit “box’’ or workout center, with six coaches and extensive equipment [named CrossFit One]. About 425 employees at Reebok are taking part in Canton. This benefit reinforces the company’s new mission: to get consumers moving. Participants lost over 4,000 pounds collectively during its first year. (Source: Reebok)

In Canada, Accenture (#442) has an interesting perk for traveling employees. If offers the unique “Athletic Minded Traveller” program that includes reimbursement for use of hotel health clubs. (Source: eluta.ca)

Great Little Box Company Ltd. (#496) has a corporate HQ that features a fully-equipped onsite fitness facility (with subsidized membership and personal training services), outdoor sand volleyball court, book exchange library, outdoor gazebo and rooftop deck, and even a dock for employees who wishing to commute by kayak to Mitchell Island. (Source: eluta.ca)

Arc’Teryx Equipment Inc. (#623) provides employees with a wide range of onsite amenities including a fitness facility with an indoor bouldering cave. (Source: Outside Magazine)

 gentle giant moving cross fit green goldfish

Submitted by Mitch Curtis,

I was intrigued by the Green Goldfish Project, and wanted to tell you about a unique Wellness benefit  at Gentle Giant Moving Company (#778), a small business based in Boston. We have John Zimmer, an in-house chiropractor and renowned Cross Fit trainer that works every day with movers, office staff, and executives in the custom built Cross Fit gym right inside of our warehouse. Our company has always focused on strength and fitness, but over the past few years, John has helped ingrain it even further in our company culture. Everyone here finds his services to be a HUGE benefit, as everyday gym access with a personal trainer can be quite expensive.” (Source: Gentle Giant)

The Full Monty

whole foods green goldfish #77

Whole Foods (#77) pays 100% of healthcare premiums for its employees.

Alterian (#164) pays 99% of the premiums and covers the deductibles of its medical plan and gives employees a $50 monthly health stipend that can be used for health club memberships, vitamins and such. (Source: ChicagoBusiness.com)

starbucks green goldfish insurance benefits #93

Since 1988, Starbucks (#93) has offered full healthcare benefits to eligible full and part-time partners. All employees (yes – even part timers who work 20 hours a week) are eligible for health insurance benefits. In addition, the Thrive Wellness Campaign inspires Starbucks partners to take advantage of wellness opportunities and lead active, healthy lives, which, long-term, will help sustain comprehensive benefits at Starbucks. (Source: Starbucks)

Reimbursements and Stipends

Employees at Nerland (#398) are reimbursed their entry fee once they successfully complete any sort of athletic achievement, such as a marathon, 5-K, spint-tri, or bike race. (Source: Outdoor Magazine)

Kashi (#404)offers  employees health-insurance discounts for competing in sports leagues and a $400 stipend to spend on “natural healthy-lifestyle” products like a surfboard or cooking classes. (Source: Outside Magazine)

Leveraging Programs and Activities

Groups of employees at Root Learning (#199) gather for yoga every Thursday evening in the company lobby.

Savings.com (#226) supports a healthy lifestyle. The office is currently participating in the P90x program, which is a 90 Day commitment to health, body, mind and energy reserves.  The company paid for the employees to get the P90x videos, which have become part of the company’s library of books and DVDs.  Savings.com provides a catered lunch for all employees every Tuesday. In addition, it has a fully stocked kitchen with snacks, drinks, and health conscious foods. (Source: Los Angeles Business Journal)

clayco green goldfishBeyond building design and construction projects at Clayco (#320), many employees build toned bodies in a decked-out gym—complete with a personal trainer on the payroll. And after squeezing a quick workout into the day, they can shower off in bathrooms stocked with hairspray, Tums, mouthwash, floss and more. Trainer and wellness director Brian Imholz believes he’s the only full-time trainer in the country with such a job. About a third of Clayco’s 350 local employees regularly work out at the gym.

This is a place where you want to perform as well as you can, because you want to work for a company that takes care of you,” says IT director Tom Dutton.

When Dutton started at Clayco more than a year ago, he weighed 314 pounds. But he began regularly hitting the gym, drawing inspiration from quotes by Einstein and da Vinci painted on the company’s walls. Now he glides on the elliptical machine while answering emails. So far, he’s lost 104 pounds. (Source: St. Louis Business Journal)

Going the Extra Mile for Wellness

nustar-energy-green-goldfish-10

As part of its employee support network, the fast-growing energy company NuStar (#10) makes the corporate jet available in times of crisis. In 2010, when an employee working on a construction project in the Caribbean needed medical attention for a pre-existing ailment, NuStar jetted him back to the states to see his personal physician. The company also dispatches the plane when needed to send employees to support a coworker in need — flying employees from headquarters, say, to support a colleague in another location who had a death in the family.

Liberty Mutual (#180) offers “Best Doctors.” This free and confidential service is invaluable during those times when you or a family member receive a serious medical diagnosis. Through this program, founded by doctors affiliated with Harvard Medical School, you can consult with some of the world’s top specialists to gain the insight and additional information needed to help confirm diagnosis and choose an appropriate treatment. Best Doctors is available to employees enrolled in the Liberty Mutual Medical Plan. (Source: Liberty Mutual)

At Dixon Schwabl (#696), a Victor, N.Y.-based advertising and public relations firm, many of the company’s 82 employees began considering whether or not to decline health benefits altogether rather than take on higher rates. In response, the firm introduced a sliding scale benefit for health and dental insurance. For employees with the lowest annual salaries, the firm covers the majority of health-care costs. Those making the highest salaries pick up more of the cost, with top earners paying up to 100 percent of premiums. (Source: GreatPlaceToWork.com)

Balance is enforced at BGT Partners (#738). To further encourage a friendly workplace, employees are expected to say “hi” every morning and “goodbye” every night. And during reasonable hours, no less. According to CEO and co-founder David Clarke, all offices recognize a fairly strict 9-to-6 work schedule. “Our managers will walk around and kick people out if they’re in the office any later. We want people to take care of themselves, and if you’re not happy that’s gonna start hurting your work.” (Source: AdAge.com)

Today’s Lagniappe (a little something extra thrown in for good measure) – I love this example from Southern California. Kaiser Permanente (#210) sponsors bi-weekly farmer’s markets at their campuses. (Source: Los Angeles Business Journal)

All of the examples in this post were taken from the  Green Goldfish Project. The Project is a quest to find 1,001 examples of marketing lagniappe for employees. Green goldfish are the little signature extras given to employees. They help differentiate a company, reinforce culture, increase retention and drive positive WoM. The book, “What’s Your Green Goldfish?” will be published on March 29, 2013.

 

Transparency and Openness are key drivers of Employee Engagement

This is a draft excerpt from the upcoming book, What’s Your Green Goldfish? Beyond Dollars: 15 Ways to Create Employee Loyalty and Reinforce Culture

1st inch – Onboarding

2nd inch – Food & Beverage, Shelter / Space

The second INCH (cont’d)

The second inch on the 9 INCH journey to the heart of your employees involves Transparency and Openness.

I recently watched a video from Dave Hitz of NetApp on what it takes to become a great workplace. He broke down 3 ways to achieve greatness: 1. Like the people you work with, 2. Do work that is meaningful and 3. Trust the management. Keying on #3, it begs the question, “How do you build trust?” Let’s look for guidance from India’s HCL Technologies and Brazil’s Semco.

Vineet Nayar, CEO of HCL Technologies touched on Trust in his bestselling book, Employees First, Customers Second. He outlines four ways that “Transparency builds Trust”:

  1. Employees First, Customer Second BookTransparency ensures that every stakeholder knows the company’s vision and understand how their contribution assist the organization in achieving its goals. Working in a environment without transparency is like trying to solve a jigsaw puzzle without knowing what the finished picture is supposed to look like.
  2. It ensures that every stakeholder has a deep personal commitment to the aims of the organization.
  3. Gen Y members expect transparency is a given. They post their life stories in public domains; they expect nothing less in their workplaces.
  4. In a knowledge economy, we want customers to be transparent with us, to share their ideas, their vision and their strategies for solving core problems. Why would customers be transparent with us if we don’t trust employees enough to be transparent with them.

The Theory of the Amsterdam Window

amsterdam window theory

Vineet uses an analogy in his book of the Amsterdam Window. Having previously lived on the Herengracht (“Gentleman’s Canal”) in Amsterdam, I can attest that the windows are immense. They are a throwback to the modest Calvinist period when subtle expressions of wealth, such as being able to afford to pay the highest window tax, were favored by the rich. In the words of writer Joanna Tweedy, “Today, the centuries-old glass, beautifully imperfect, frames the olive-green waters outside and lets natural light, and the eyes of curious tourists, pour in.”

While visiting Amsterdam, Vineet asked his friend, “Why so large?” The friend mentioned all the obvious reasons like letting in light and enjoying the view of the canal, but then offered a much more interesting answer… “It keeps the house clean.” It turns out that the bigger your windows, the more glass you have, the more visible your dirt will be – to you and to everyone who visits or passes by. In Vineet’s words,

If you can see the dirt, you will be much more likely to get rid of it.  A transparent house has a dramatic effect on the culture inside.

Opening the Window of Information at HCL

HCL TechHCL (#809) put together an online forum for employees called U&I. Employees could ask any question to the senior team at HCL Technologies. It was an open site where everyone could see the question, the questioner, and the answer. Employees responded favorably as noted by this comment,

This is the biggest change we have seen at HCL in years. Now we have a management team that is willing to acknowledge the dirt.”

Transparency at Grupo Semco

Brazil’s Semco is a great example of a democratic open environment with minimal hierarchy. The group of companies is headed by Ricardo Semler. According to British management guru Charles Handy, “The way he works — letting his employees choose what they do, where and when they do it, and even how they get paid — is too upside-down for most managers.

The company operates as an open book. In Semler’s words,

ricardo semler semcoSemco has no official structure. It has no organizational chart. There’s no business plan or company strategy, no two-year or five-year plan, no goal or mission statement, no long-term budget. The company often does not have a fixed CEO. There are no vice presidents or chief officers for information technology or operations. There are no standards or practices. There’s no human resources department. There are no career plans, no job descriptions or employee contracts. No one approves reports or expense accounts. Supervision or monitoring of workers is rare indeed… Most important, success is not measured only in profit and growth.”

Semco has a whole school of green goldfish. Here are some examples:

  • All employees, including union members, have full access to all financials (#341). Access is one thing, understanding is another. To educate its employees, Semco has even created cartoons to help explain the financial data.
  • Up and Down Pay (#785). Semco’s employees going through a phase in which they would rather work less and lower their pay accordingly, the company does its best to adapt.
  • Employees at Semco dictate their own salary (#340). Twice a year they are given the chance to set their compensation structure.
  • Semco’s employees have the flexibility to set their own hours (#834).
  • Semco believes that it is important to meet people interested in working with it, even if this interest is not immediate or there are no current opportunities. This led them to create the program – Date Semco (#195). Good for prospective employees and current ones. Each get to determine whether the fit is right.
  • Employees are not allowed to sit in the same place two days in a row (#462). This encourages collaboration and eliminates the need for managers to track time spent by employees at their desk.

Let’s look at another Baker’s Dozen of companies that go the extra mile to be open and transparent.

Open by Design

wl gore green goldfish

A visionary corporation, W.L. Gore (#46) is built from a blueprint that its founder refers to as a “lattice” (as opposed to a “ladder”). There is no visible hierarchy at Gore — and no job titles. In fact, there are no bosses. Instead, there are leaders who achieve their positions by gaining followers. Business goals are established by consensus. Gore’s internal “structure” was put into place in 1958 by cofounder Bill Gore, an ex-DuPont exec who believed that leaders should be chosen by the people who follow them. (Source: Fast Company)

If you join Marina Maher Communications (#749), don’t expect a title on your business card. “In our 28-and-a-half years, we’ve never put titles on business cards,” said Maree Prendergast, managing director-human resources and talent. “We always thought that limits people.” In fact, its philosophy is “good ideas come from everywhere,” said Marina Maher, founder of the PR agency. (Source: AdAge.com)

atlassian green goldfish

Rule #1 of 5 Core Values: Open Company, No BullshitAtlassian (#47) embraces transparency wherever at all practical, and sometimes where impractical. All information, both internal and external, is public by default. “We are not afraid of being honest with ourselves, our staff and our customers.” (Source: Atlassian.com)

Feedback Plus (#59) has an open ledger policy for employees. They can read the company’s financial statements any time they wish. Their compensation is based upon their work team’s and company’s performance vs. the annual goals and action plans they’ve collectively developed. Of course it may not be feasible for every company to have an open ledger policy, but it is important that, whatever the size of the organization, each employee knows where they are going and how they’re supposed to get there. (Source: CareerCast.com)

Employees at Catalyst Studios (#288) say Founder Jason Rysavy’s focus on finding like-minded colleagues and challenging work is what makes the firm a fun place to work. “My job and the job of the leadership here is to make sure the projects we’re bringing in are satisfying for people to work on.” The firm looks for challenging, unique projects in need of solutions, Rysavy said. “We tend to get these bastard-child projects that no one knows how to deal with, and we help figure it out.” Over time, the firm has learned to turn down work that won’t excite the agency’s passionate problem-solvers. “The more you say no to the stuff that is clearly not a good fit for the people we have, the more the good stuff comes along,” Rysavy said. “We made a lot of money early on, but we did a lot of stuff that didn’t get us anywhere.” Delivering a product that clients and users can enjoy and that was satisfying to build is a reward beyond the “smoke and mirrors” that other agencies use to keep their employees happy, Creative Director Bryce Howitson said. (Source: Minneapolis / St. Paul Business Journal)

Talent Plus + (#799) holds monthly business update meetings. Management shares financials with all employees in the spirit of transparency.

“Customer First News,” an audio webcast that provides Symantec (#806) employees with updates on their NPS performance, actions being taken to address performance gaps and business results achieved. Symantec engages employees across the business in delivering this message, showing that customer experience is owned by every employee. (Source: Satmetrix.com)

An Open Door

At Flour Bakery + Cafe (#136), none of the bakery manager offices have doors, and all have anonymous suggestion boxes. “We try to create all sorts of ways to get feedback from the staff,’’ says General Manager Aaron Constable. (Source: boston.com)

Rand Corporation (#208) offers an open door policy at all levels of the organization. Anyone can make an appointment to meet with the CEO, Executive VP or any of the other VP staff.  The company leadership host small group lunch meetings with open Q&A as well as coffee get togethers for office quadrants for open Q&A. (Source: Los Angeles Business Journal)

Openness One Step at a Time

AnswerLab’s (#510) CEO schedules Walk & Talks with every employee. These one-on-one check-ins provide employees with an individual opportunity to share any concerns or brilliant ideas they have with the CEO directly. Why it’s great: Combining wellness with one-on-ones helps achieve two important objectives simultaneously. Meeting outside the office and getting physical helps eliminate the nerves and intimidation employees might normally experience when connecting with higher-ups. (Source: GreatPlaceToWork.com)

Team One (#748) has a “management by walking” practice and team camaraderie help maintain the culture at the communications company. (Source: AdAge.com)

Doug Conant, former CEO of Campbell Soup Company (#248) took purposeful steps to being visible and promotion good health at Campbell’s. Ten thousand steps per day to be exact in order to stay connected to employees. (Source: HBR)

Everyone at the Max Borges Agency (#714) has the ability to discuss anything with anyone at the agency, where its “do not knock” policy is taken seriously. Taking that one step further, the company recently sponsored a four week in-office communications course that was taught during regular business hours. It was based on a book titled “People Styles At Work,” and its purpose was to enhance everyone’s ability to effectively communicate with co-workers, clients and family. (Source: PR News Online)

Overtime Extra

The DRP Group (#433) recognizes long hours working on videos, events, print and digital productions. “If the client pays for overtime, the team member will get 50% of what is charged,” it has ruled, allowing some staff to make 30% extra. (Source: The Sunday Times)

Open and Secure

National Instruments (#763) puts their employees first. When other employers lay off in droves, NI hangs on, relying on cash they have consistently put away for the inevitable economic recession.” – National Instruments Digital Hardware Engineer. (Source: Glassdoor)

David Martin Agency (#298) “We are different from other companies in our industry as we are salaried. By removing the commission-based compensation usually found in this industry, it allows all of us to enjoy the success of the individual performances. We celebrate our successes by announcing company-wide. We share financial bonuses across all employees. Our philosophy is that sharing successes make our jobs even better!” (Source: Minneapolis / St. Paul Business Journal)

Standing Up for Employees

ing direct fires bad customers

Bad customers beware. ING Direct (#38) stands up to protect their employees. The bank has an operating strategy based on a strong, effective culture is selective of prospective customers. It also requires the periodic “firing” of customers, as pointed out in our examples of companies like ING Direct, where thousands are fired every month. This strategy is especially important when customers “abuse” employees or make unreasonable demands on them. (Source: Earl Sasser and James Heskett)

The rapidly growing Belvedere Trading (#165) gives both traders and its information technology staff opportunities to share ideas and take on new roles. “We want for every employee to feel an ownership in the firm, that they’re going to have an impact on what we do,” says Thomas Hutchinson, Belvedere Trading’s president. It’s a flat structure,” he adds. “No matter where they come from, ideas are taken with a serious attitude.” Reflecting that flat structure, everyone in the firm, including interns, receives a bonus twice a year, which ranges from 5% to 200% of the employee’s salary. (Source: Chicago Real Estate Daily)

Keeping It on the Level

Hilcorp’s (#368) annual bonus is universal. There is a single set of targets and every employee is rewarded with the same percentage of his or her salary. The company shells out a maximum 60 percent bonus each year and has averaged 35 percent during the past five years. (Source: The Houston Chronicle)

If Integrated Project Management Company (#547) exceeds its monthly profit targets, all employees receive the same bonus amount, regardless of position.

Making Employees Owners

publix green goldfish

Publix (#91) is an extraordinary company to work for. I’ve been here 36 years, my husband has been with Publix for 38 years, and my children have worked here as well.  We love it because the people are warm and friendly, like our extended family; and because we own a part of the company.  Mr. George, our founder, cared enough about associates to make all of us part owners.” (Source: Publix.com)

Wenck Associates (#312) is a 100 percent ESOP-owned company, backed by robust contributions to the plan and has enjoyed healthy growth to the value of the company stock. The ESOP program and contributions provided are differentiators that helps attract and retain members. From a financial performance standpoint, we have an open book policy and share financial information with employees monthly and at events throughout the year. Wenck provides a “self-directed training account” program, which allows employees to obtain additional development and training throughout the year to further their education and chase their dreams. There are many opportunities to grow, to be flexible, to have a balanced life and the result is, employees turning around and doing great things. (Source: Minneapolis / St. Paul Business Journal)

Shares went to all 82 staff at Mount Anvil (#408), allocated according to length of service, starting at £5,000. For Killian Hurley, the chief executive and co-founder, it was “the right thing to do”. “There are lots of good companies, but we want to be excellent and to do that, you need engaged, positive people delivering excellent customer service. The share incentive is one of the little steps we can control; we are delighted to do it.” (Source: The Sunday Times)

THE EGALITARIAN ETHOS of this wholly employee-owned architecture practice Make (#424) is reflected in an annual profit share for all 111 staff. Everyone is a partner, and all feel fairly treated. It stands to reason that as owners, the staff insist on equitable pay. (Source: The Sunday Times)

Today’s Lagniappe (a little something extra thrown in for good measure) – Semco has an interesting program. You don’t need to wait until you’re old to enjoy your retirement. The idea is that you can take advantage of it once a week, from any age. The “Retire a little bit” project (#190) was created based on a life-cycle analysis. In any analysis that we undertake, we will see that we have money when we don’t have time to enjoy it, time when we no longer have financial certainty and the ability to enjoy nature and sports when we no longer have the health to do so. The program allows the person to do what they plan to do when they retire, once a week, like an art course, play sports in the afternoon or simply spend the day with their kids. The employee will have the option to not work one day a week, replacing this day in the future, after they retire, with a proportional salary. (Source: Semco.com)

All of the examples in this post were taken from the  Green Goldfish Project. The Project is a quest to find 1,001 examples of marketing lagniappe for employees. Green goldfish are the little signature extras given to employees. They help differentiate a company, reinforce culture, increase retention and drive positive WoM. The book, “What’s Your Green Goldfish?” will be published on March 29, 2013.

Instilling a sense of ownership through profit sharing @MaxBorgesAgency

Working Smarter, Not Harder

#71 in the Green Goldfish ProjectMax Borges Agency

Max Borges Agency Green Goldfish #71

Taken from a post by Marc Acito

Max Borges motivates his employees by sharing his profits with them. “They don’t feel like, ‘Oh, I’m just getting my boss rich,'” he says. “They act more like owners. Not only do they work harder, they work smarter.”

The proof, however, is in the profits. With his company’s revenues up by 58%, MBA was selected by Inc. magazine in 2009 and 2010 as one of the fastest-growing private companies in America. Borges rewarded his 27 employees by taking them on a cruise to the Bahamas.”

Today’s Lagniappe (a little something extra thrown in for good measure) – Here’s a look at another classic Max. This one is Mad. The official trailer for Road Warrior:

The Green Goldfish Project is a quest to find 1,001 examples of marketing lagniappe for employees.  Green goldfish are the little signature extras given to employees. They help differentiate a company, increase employee retention and drive positive WoM.