The McKenzie Mailer

October, 2003

Volume 3, Number 10




November 5, 2003


Guest Speaker at the     Clay County Chapter of  the Small Business Resource Network

Steak & Ale on Blanding Blvd. – Orange Park


Call Nancy Boyle at 

904-620-2489                 for more information.



November 19, 2003


“The Supervisor’s Guide to

Employment Compliance”


Sea Turtle Inn in     Atlantic Beach


8:30 to 1:30

$100.00 per person.

Lunch included


Contact John Gray            at 904-683-1366 or


Co-Sponsored by

SingleSource Services Corporation


McKenzie & Company

Your Solution to Employee Issues


Bob McKenzie, President

(904) 273-8637 – Office

(904) 655-2120 – Cell


The Four Tenets of a High Performance Workforce


Lately, I have seen a few studies offering data that having committed and enthusiastic employees means more profits to the company.  One study actually stated that companies that hire and retain people with superior skills and motivate them to achieve superior results, in turn, achieve superior financial results.  I would like to know who funded these studies.  I am looking for about a million dollars to prove my hypothesis that water is truly wet.


It is not necessary to go through a scientific study to know that committed employees make for a more profitable enterprise.  Below are the four tenets of a High Performance Workforce.


TRUST.  Employees must trust top management to make the right decisions for the organization. Likewise, management must trust employees to do what is right for the customer, and employees must trust each other, as well.  Creating a culture of open communication up and down and across the organization establishes a strong foundation for respect.


COMMITMENT.  People who believe in the product or service they provide will do a better job of providing the necessary customer service and support to their co-workers.  Commitment is gained through setting clear objectives.  Hire and expect the best, provide meaningful work, and allow a balance for the  personal and professional needs of employees.  Commitment also means not being afraid to confront, and if necessary, remove those individuals who do not live up to their responsibilities.


ENTHUSIASM.  Management creates enthusiasm and passion by setting the example, paying attention to what is going on in the workplace and providing recognition.  Publicly praising employees and rewarding them for doing well helps to maintain that enthusiasm.  Think of the new employee who comes into the job highly motivated and excited about the new possibilities.  Think of that same employee six months later when realities of the job only motivate the employee to look for another job.  Now think of a way to harness and foster the initial excitement new employees bring to the job.  Another way to ensure enthusiasm is to celebrate successes often and together. 


SUPPORT.  Providing the proper tools and equipment, as well as the proper resources, is the first step in providing support to your employees.  Try hammering a nail with a screwdriver, and you will know the meaning of providing the proper tools.  It may eventually work, but not without some frustration and possible injury.  Another way of providing support is fostering a sense of teamwork in which employees look out for each other.  Most people work to support their lifestyle; therefore, competitive pay and benefits are important.  A perceived lack or inequity in compensation is a severe de-motivator. 


Keep these tenets in mind.  You will be richer for it – in more than financial terms.