BRW, 22 October 1999

Trainer who must practice what she preaches

COMPANY: Barrett Consulting
TYPE: Motivation training
OWNER: Sue Barrett
TURNOVER: $1 million
STAFF: Six full time, two part time

Potential clients always give Sue Barretts employees the once-over. After all, Barrett runs a consultancy that primarily trains senior managers and chief executives to motivate and extract the best from their people. If Barrett cannot get it right, why use her services? As Barrett, 37, says: "We have to practise what we preach."

Her methods are working, at least for her own company. Barrett Consulting has recorded annual revenue growth of 50% since it was established in 1996, and only one staff member has left. Two staff were recently approached by headhunters; they went to job interviews but had no intention of leaving. "They told me they had been approached and would report back," Barrett says.

Barrett says the only way to genuinely motivate staff is to tap into their core values. "You can have the rally cry and the yoga class, which is good for a minute, but then nothing changes," she says. "You actually need to understand people at several levels to work out how to best motivate them."

The process starts at the recruitment stage. Barrett always looks for people who are self-motivated. "Some people just want to be passengers," she says. Once people are hired, Barrett continues to spend time working out their psychological "triggers". These can range from financial rewards and prestige to the desire for recognition. 'About 60% of people work for financial rewards, such as to earn more money for the family," she says. "Others find it more important to work in a stimulating environment and to be recognised for their work."

Barrett says many managers assume that the factors motivating them also motivate their employees. "One of our favorite sayings is to sell the way the customer wants to buy, not the way you want to sell. The same applies to motivating people. For example, I dorf t need a lot of patting on the head. But I know others find that a keen motivator, so 1 do it."

Barrett relies on a range of motivational tools. She tries to have a weekly meeting with every employee. "I focus my whole attention on them, for at least half an hour, and really listen." She also does quarterly written assessments, and takes a more strategic look at career direction and development. "I ask them what has changed in the past three months, and then 1 ask them where they want to go in the next three months." However, she is careful not to be drawn into their lives. "I am not a parent or a sibling.'

Employees get a day off every three months. Every six months, on a "special care day', they are massaged, and attend yoga classes and other activities. They also regularly go on outings, such as to go-kart races or concerts.

Barrett pays for staff members to attend one work-related course and one of their choice. Staff are encouraged to give lunchtime lectures to colleagues on their hobbies, or on other subjects that interest them.

The company is tolerant of what Barrett calls an employee's whole life. "In the past I2 months we had two parents of staff die, there has been a major illness, children born and teenagers going to high school. Everyone rallies and gaps are filled while people are away."

On the other hand, there are strict boundaries that are policed by Barrett and the staff. "One staff member went and had a hair cut at a prime time for chasing clients, which upset some of the other staff. 1 had a talk to the staff member, who was mortified and apologised to everyone."

Barrett says all her staff are on a profit- share scheme, although they are more motivated by a stimulating environment and recognition. "E-mail is great for publicly acknowledging how people are going. 1 also do it verbally and buy them gifts when it is appropriate. Behavior that gets rewarded gets repeated."

Barrett is in no doubt that the time and resources she spends on staffboost revenue and prevent people leaving, which obviates the cost of training."But at the end of the day, you can only create an environment in which people choose to be motivated."

AMANDA GOME