The success of a company depends on both good managers and good staff - and especially on the interaction between them.Lack of co-operation is one important reason why companies are closing down one by one. They do not only close down as a result of fierce competition or recession.In order for all employees to do their utmost and function as good "players in a team", it is necessary to specify what is demanded and expected from them.

Generally it must be demanded and expected that every employee both can and will fulfil their role in the department and the company.It takes more than professional skills among managers and staff to achieve significant team performance. It takes both ability and willingness to fight and win together.When the individual makes a whole-hearted and goal-oriented effort within the three success areas of the company, a special kind of personal commitment is demonstrated.

We at TMI call this commitment "Employeeship". Employeeship expresses what is required to be a good employee.

Amongst the many elements that make a good employee the following three are essential:

• Responsibility

• Loyalty

• Initiative

In an Employeeship organisation everyone feels responsible for the organisation's success and failure. Everyone is loyal towards the people and the goals of the organisation. Everyone displays initiative to improve the time, relations, and quality management of the company.The Employeeship company is better equipped to hold its own in the competition and fulfil constantly changing demands and expectations.With Employeeship, an "energy crisis" in the company is avoided.

The Employeeship book defines which demands and expectations can and should be made on all employees, and on the team.The book also lists the personal advantages of Employeeship, and the obstacles to avoid on your way to Employeeship. The book contains many examples of Employeeship attitudes and behaviour. It provides inspiration and specific tools for you to display Employeeship.

Employeeship concerns everyone in the company, whether manager or staff. Management has a specific responsibility to influence the Employeeship culture of the company. How this can be done is described in a special chapter of the book.

The last part of the book contains descriptions of which systems and policies are best adapted to sustain and develop an Employeeship culture. A specific example is given of an Employeeship personnel policy providing the ideal framework for bringing out the best in everyone on the payroll.

Employeeship is not just a book. We have developed tests to help your organisation discover which areas need to be improved upon. These tests and suggestions for implementation can be found in our Energy Meter book. We also offer training in the Employeeship concept, both as Open Seminars and as in-house Training. Go to our Training page to find out more about our programmes.

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