Book Review 3: The Fred Factor (Part 2/2)

4 Steps to Find and Develop “Freds” in Your Organization

I recently wrote a blog post on Mark Sanborn’s book, The Fred Factor. While that post focused on explaining what a Fred is (long story short: a passionate employee who delivers an extraordinary customer/client experience) and how to identify one, this blog post will dig into how you can find and develop Freds within your own organization.
But first, why go to the effort? Quite simply, Freds—the most passionate people in your organization—are different. They do ordinary things extraordinarily well. Not surprisingly, Freds are also generally happier because people doing good work feel good, and people doing exceptional work feel, well, exceptional.

Sanborn uses the acronym FRED to explain how to develop “Freds”:

• Find: There are three main avenues for finding Freds within and for your organization:
  1. Let Freds find you. If you really want your company to be world-class, it must become the kind of place that attracts Freds. To accomplish that, you must empower the Freds you have so their impact will be felt not only in the work your company does externally, but also in your internal culture.
     

     The Importance of Organizational Culture in Attracting Freds

     A strong organizational culture that aligns with the values of Freds can significantly boost attraction and retention. Creating an environment that promotes open communication, shared goals, and a culture where innovation thrives is key. Employees prefer workplaces that respect their input and encourage them to think creatively. When your organization’s culture resonates with these ideals, finding and keeping Freds becomes much more feasible.

  2. Discover “Dormant Freds.” There are many employees, also known as Dormant Freds, whose inner Fred has yet to blossom. To find them, watch for people that do things with flair (not to be confused with showing off or trying to attract attention)—an exceptionally well-done project, an elegant client meeting, or a clever suggestion are all possible tip-offs that a Dormant Fred is hiding in plain sight. Here are some questions to ask yourself about a potential Dormant Fred:
     • What do I remember about this person?
     • What’s the most extraordinary thing he or she has ever done?
     • How badly would this person be missed if he or she left his or her current position?
  3. Recruit and hire Freds. When you have exhausted your internal Fred pool, you may have to look externally to find them. Here are some great interview questions to find those prospective Freds:
     • Who are your heroes? Why?
     • Why would anyone do more than necessary?
     • Tell me three things that you think would delight most customers/clients/consumers.
     • What’s the coolest thing that has happened to you as a customer?
     • What is service?

• Reward – Implement a rewards program to make sure Freds are recognized and appreciated, even if you are only recognizing good intentions and not a good final result. While nobody likes to fail, it is important to encourage employees to take chances. When people feel like their contributions are unappreciated, they will stop trying. And when that happens, innovation dies. My company, ER Marketing, recently implemented an award system in which employees nominate each other for exceptional work and attitude. This is meant to encourage employees who live up to the ER Marketing values of Curiosity, Respect, Accountability, and Performance (yes, we know what that acronym spells) with peer and management-level recognition.

  Recognizing achievements doesn’t have to be limited to formal awards. Informal recognition, like a simple thank you or acknowledgment in meetings, can be equally powerful. Personalizing rewards to suit individual preferences can make them more meaningful. Celebrating small victories in team settings also reinforces the spirit of camaraderie and motivates continuous effort.

• Educate – Find examples of “Freds,” (both inside and outside of your organization), analyze those examples for commonalities that others can learn from, teach others to act extraordinary everyday—not just when there is a crisis—and set an example (invite others to act similarly).

  Providing continuous learning and professional development opportunities is important for cultivating Freds. Workshops, mentorship programs, and industry conferences keep skills sharp and ideas fresh. Encouraging employees to pursue knowledge in areas they’re passionate about can fuel their growth and enthusiasm.

• Demonstrate – Set an example by inspiring, involving, initiating, and improvising. Here are some ways you can set an example and inspire employees to better serve your customers, vendors, and fellow employees better:
  • Inspire, but don’t intimidate.
  • Involve by creating a “Team Fred” of leaders in your organization.
  • Don’t wait for the “right” moment. It will never come—you have to make it.

  The Role of Leadership in Demonstrating the Fred Factor

  Leadership plays a key role in fostering Fred-like behavior. Leaders who are approachable and supportive create an environment where employees feel valued and motivated. Transparent decision-making and leading by example set a powerful precedent. When leaders showcase the Fred Factor in their own behavior, they naturally inspire their teams to follow suit.

One final, important thought from the book: Pull, Don’t Push. You can’t command someone to be a Fred. You can’t require someone to practice the Fred Factor. Command-and-control short-circuits the spirit of the Fred Factor, which is about opportunity, not obligation.

Invite people to join you. The most powerful tool you have to spread the Fred Factor throughout your organization is your own behavior—the example of your life and the effect it has on others. The best “Freducators” are themselves Freds. As John Maxwell says, “You teach what you know, you reproduce who you are.”