If companies are to succeed, they have to get their people to love their jobs, says Douglas Mc-Gregor in his book The Human Side of Enterprise. McGregor's treatise inspired Shigeo Shingo, the famous Japanese contributor to lean manufacturing, to help develop the Toyota success story by developing a work culture based on unleashing the human spirit — creating work spirit.
Shingo further believed that top management must establish a culture where work is fun, where people look forword to coming to work in order to express their creativity.
With headlines such as "Delphi puts Vandalia on notice," one wonders if we haven't lost the vision that there can be joy in work, or if we can establish cultures based on work spirit in American companies.
There are plenty of examples of work spirit as key contributors to the bottom line. Jack Warne, former chief operating officer of Omark, said work spirit contributed 10 percent to the company's bottom line, year after year.
"I know of no example where work spirit can survive if the culture is not established and maintained by top management," he said.
Omark created one of the most successful U.S. stories in transforming a traditional manufacturing culture to the highly successful lean manufacturing strategy. Warne's communication style at work is guided by how he speaks with his wife — an art of caring through language and melodious tone of voice.
Could creating work spirit be this simple? William E. Le May, founder of five manufacturing companies and currently chairman of Waytek, a producer of paper, film and foil adhesive coatings in Franklin, agrees that language is important in creating work spirit, and that it is top management's job to establish the culture needed to facilitate joy in work.
Le May uses three principles:
• Understand and have a real awareness of the needs of the employees, providing such things as advancement in time off or even transportation to work.
• Really listen to employees — managers should not spend all of their time in the office politicking with the next level up; they should be in contact with the employees on the floor.
• Develop pride in the employees with regard to the company's product and the importance of it.
Here's where direct communication comes in play. Le May believes in lots of praise. Praise is needed to overcome the natural barrier between management and the work force.
"Watch what happens when you give praise," Le May says. It creates a smile on the face of the one receiving the praise.
Fred Smith, former chairman of Huffy Corp, offers an additional suggestion about creating work spirit through communication: never send a letter (or e-mail) if you can call; never call if you can see someone in person.
'Tis the season for recommiting to the art of kindness in communication as the foundation of enhancing spirit in our personal lives and in creating work spirit. And don't forget the melodious tones.
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