When Procter and Gamble developed a potato crisp they
needed a way to ship it without having the chips crumble.
Enter Frederic Baur. He invented the canister that has
housed billions of Pringles potato chips while giving
teachers a cylindrical object used for class projects such as
lighthouses and barn silos.
Baur took great pride in his accomplishment. The design,
which seems simplistic to Monday morning quarter backs,
allowed the chip to be safely shipped throughout the globe.
As a result, Pringles introduced potato chips to people that
had never tasted the traditional chip – quickly allowing it to
become the highest selling potato chip brand in the world.
But Baur took his product much more seriously and when he
died his internment request was granted. He was cremated
and a portion of his ashes were buried in one of his
Wouldn’t it be great if all employees had that much loyalty
and pride in their accomplishments?
Employee engagement has been a hot topic in leadership
circles for well over a decade. Yet strengthening the
connection of team members to the vision and mission of an
organization remains a struggle. Historically Gallop has
polled the percentage of highly engaged employees at 25%
or less and although recent surveys indicate a rise it is only
a small increase with 28% being the most recent
Some blame the characteristics of the millennial generation,
which typically is more connected to their resume building
than to their employer. However, some employers have
found traits within the generation that actually makes its
members among the most dedicated and engaged groups
the workforce has known.
What do they do?
Since this generation has learned teamwork throughout their
educational life one of the best ways to engage them is to
incorporate them into decision making and special projects.
This allows then to better understand the business
processes being used while helping them to see value in
their participation. What really happens is a business
process becomes a teaching and employee development
experience that increases the employee’s sense of worth
while developing a better workforce for the organization.
There are many other ways to engage millennials. As
millennials attempt to experience variety in their career, high
performance companies are allowing, even encouraging,
employees to cross train or to transfer among divisions.
Someone may start in marketing and later move to
operations or human resources. This allows the team
member to find the career segment that excites them the
most. Although some training expense is incurred by the
employer, it is minimal compared to finding someone new
to add to the company. Of course the transferring associate’
s old sport needs to be filled – but they move someone else
within the organization to the void.
This is what we see with Baur. He was shown a serious
predicament and was allowed to be a part of the solution.
Although he was not a millennial, the lesson we see applies
Use this inspiring story for workshops, training sessions,
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©2016 Max Impact, Rochester Hills, Michigan, USA