Motivation streams from the upper management down to workers. Only when the leader has charisma and he can really motivate people, workers admire him, wish they could imitate him and even work harder for him. “Strong leadership” does not stand for “tyranny” since real leaders do not make decisions only but they are also able to thank their co-workers or their workers or praise a good job.

Never humiliate or ignore workers’ talent and never let it fade or leave the company. Talents must be given the value they deserve by planning tasks well and rationally and acknowledge one’s talent. Creating a close-knit team is a very good way to make talents come to light, so the members of the team should go along well and feel a sort of friendly competition to do their best at work and make the most of their talents.

When any decisions is taken without consulting workers of a company or even informing them about the available options, leaders behave like they do not care about their workers and their opinions. A non-stop communication between the upper management and the workers is crucial to get the latter involved in the decisions that concern them all, during periodical meetings.

Bringing happiness into one’s work looks like a goal so out of reach, nevertheless it must the very priority of any company. We think that the best strategy is trying to incorporate workers’ passions into their work as much as possible so that they work with enthusiasm and dedication.

Being able to face any issues in a company is such a great resource. To deal with and overtake any difficulties the upper management has to choose the proper operational approach, like how to point out the origin of a problem, to choose the most suitable method and to carry on with the decisions that have been made.

They have nothing to do with motivation sentence someone may frame and hang on a wall to cover a blank space, but they are values people do believe in and want to inspire to while doing their job. These values will never change, no matter how many changes society has to go through. This is why at Beryl cultural elements are communicated till the very first day of work of any workers, by exchanging opinions and telling stories about how these core values are felt by workers in their daily work.

Having contact with the co-workers out of the office is really important. The company often throws parties, themed days, events and plays, some of which have become a real tradition like the “family day”. There is even a bimonthly magazine, called the Beryl life, delivered to every worker.

Some threads in the fabric of the company culture stand for the relationship with the local community. No matter Beryl is an international company, it has done a great job by working hard for many hours at needy people care service in Bedford, Texas (where Beryl’s headquarters are settled in).

Communication at any level of the company is always encouraged: these days there is no company without marketing. Paul plans various events, both formal and informal, for example trimonthly meetings like the chat and chew, a 12-15 people launch to motivate conversations. Moreover he sends personal emails to all workers every month and he created a website for “shy” workers.

Your workers need to be sure you take care of them. So at Beryl there is a system called the BereylCares: the CEO gets an email when something occurs in his workers’ life (births, deaths, accidents, wedding, etc.). In this way he can congratulates, gives a call or arranges a visit at the hospital. Besides any worker at Beryl can ask for a financial support.

Investing in professional trainings for the workers enables a rise in human resources job and makes workers proud as the company proves in this way it trusts workers and their skills. At the beginning the company may plan some social-friendly activities, like a book club, then it may develop learning platforms to arrange online management courses.

Company culture is based on tradition. Any events or programs should not be planned: the secret is settling on some proper activities on the spot and make them grow little by little. It may take years, but the very goal is making workers love both their workplace and their co-workers.

A leader should not stay on a pedestal, way far from the rest of the company workforce: he should rather create strong and friendly connections with all the workers, no matter their job. In fact, Paul takes part in every recreational activities: he performs in comic sketches, he is keen on themed days and ping-pong competitions. “I laugh and I cry with my workers” he admits.

Maybe not all members of the organization know the history of the company or the founders’ personal histories and what motivated them to create the company. However people need to know they are part of something unique and special. It might be useful to welcome new workers by telling them the history of the company. Paul Spiegelman guarantees this list of tricks is what any leader needs to make workers involved and committed.