Summary: Most companies know that winning customers is key but many don’t realize that loyalty starts from the inside with their employees. In order to build a brand that truly motivates, you must take your employees from liking their jobs to loving them.<br> As the CEO of CPG Agency, Keith Alper, author of <a href="https://www.amazon.com/Like-Love-Inspiring-Emotional-Commitment/dp/1544511175/" target="_blank" rel="noopener">From Like to Love</a>, has seen the competitive edge gained by creating a culture that turns employees into brand advocates. In this episode, Keith draws on real life examples to present his proven process for turning your organization from appreciated to adored.<br> Keith has learned this in his 30 year career after cofounding CPG agency and then expanding it into the Nitrous Effect which is a seven agency collective that specializes in branding, marketing, events and more. They serve fast growing startups and Fortune 500 clients like Southwest Airlines, Carnival Cruise Line, Bridgestone and Virgin Hotels.<br> By the end of this episode, you’ll know how to make your team happier, more able to create value and you’ll know how to retain them longer just by getting them from like to love.<br> <br> <br> <a href="https://www.amazon.com/Like-Love-Inspiring-Emotional-Commitment/dp/1544511175/" target="_blank" rel="noopener noreferrer"></a>Get Keith’s new book <a href="https://www.amazon.com/Like-Love-Inspiring-Emotional-Commitment/dp/1544511175/" target="_blank" rel="noopener noreferrer">From Like to Love</a> on Amazon.<br> Find out more at <a href="http://fromliketo.love/" target="_blank" rel="noopener noreferrer">FromLikeTo.Love</a>.<br> <br> <br> Keith Alper: We had an old policy that wasn’t a great policy, and we had two women come to us and say hey, we love working here, we love working for you and your partner, but we don’t love your policy. We don’t love it enough that actually we might not stay.<br> It was a maternity leave policy that we had started years ago.<br> They came to us, and we looked at it and said, well why don’t you tell us what you think it should be?<br> <br> And in 24 hours, that was our new policy.<br> <br> We didn’t need to go to the board, everything was just that. They loved that we responded 100%, and I loved that we can respond to something that would continue to create employee love. They loved working here, they love their work, they love their coworkers but they also loved that they could be heard. That we would be reasonable and say, you know it’s a really good idea, thank you for bringing that to us.<br> My goals as a company CEO is, how do we create employee love of people that love their job, love their coworkers but love working for our company?<br> Charlie Hoehn: Was that one of the more defining moments that particular case with those women or was there something before that that really set you on that path?<br> Keith Alper: That was one of those things that’s kind of seared in your brain. Every company says, we got great culture, we got great people, but not everybody can really respond to say, how do you have employees love working for you and you love your employees?<br> So sometimes it gets very personal. How can we help somebody personally, how can we help somebody on their journey of work? Even if they don’t work for us one day, how can we help them on that journey?<br> <br> Along the way, actually, we look at this every day. Every day, what’s our journey, what’s our work space, what’s our work environment?<br> There’s a lot of those things along the way that happen, but you know, one of my favorite things is, we had an intern, and we treat our interns like a work force. They’re not getting anybody coffee, they’re not running errands.<br> They’re working. And we want them to leave saying, we had a great internship.<br> But we had an intern that we coached along the way who was not the greatest intern and then ...
