Mark Sanborn's Fred Factor and workplace excellence principles

Fred Factor

The point of this story is to inspire people to be of service to others and through this activity develop better, happier, and more fulfilled lives. Mark Sanborn uses Fred, a real life postal carrier in Denver Colorado, as a metaphor for "high individual achievement and excellence in the twenty-first century." (p7)

Sanborn defines the Fred Factor as the belief that "no matter what job you hold, what industry you work in, or where you live, every morning you wake up with a clean slate. You can make your business, as well as your life, anything you chose it to be." (p 15) The author challenges the reader to consider the possibilities we all have each day to create a life of meaning and joy. To achieve this he advances the belief that by adopting work habits to benefit others one will gain satisfaction from doing the best job that one can. If other rewards follow that is all well and good, but intrinsic satisfaction is the goal.

Book Summary

The fun part about this story is that it is about a real person, Fred. Sanborn became acquainted with him when he moved to Denver and was impressed by the extraordinary service Fred provided for the customers on his mail route.

Sanborn introduces the reader to the four Fred Principles, 1) everyone can make a difference, 2) success is built on relationships, 3) you must continually create value for others, and it doesn't cost a penny, and 4) you can reinvent yourself regularly, and discusses how to become a Fred.

The book goes on to discuss the business advantages that would be attained if the employees of a company were to all adopt the work ethic of Fred. To make this possible employer's and their employees must find Freds by either developing the latent Fred inside existing workers through setting examples and valuing Fred like behaviors, or by hiring people who already possess Fred's work ethic. The idea is to change the cultural values of the organization and thus gain an edge in the market place since a company that gives extraordinary service will certainly attract and keep loyal customers.

Sanborn gives concrete examples and strategies of how to create a team of Freds through the recognition of Freds in your life, acknowledging Freds for their contributions, and by paying Freds back. The enjoyment one gains by making others happy will add value to the business, as well as make one valuable to the business. These endeavors will add meaning and joy to one's own life.

Sanford suggests four inquiries to gage whether your Fred team is on course. 1) Does each member on your team know that he or she makes a difference? 2) Does everyone know how to build relationships? 3) Does everyone know how to create value? 4) Do team members realize how much more they could reinvent themselves and their business through innovation, and passionate commitment? (p 114).

Conclusion

There are many lessons to be gleaned about managing people in this book. Sanborn gives many examples, both literal and implicit, of the value of building relationships both vertically and horizontally within an organization. The book addresses the value of lifting each other up, which I believe successful managers do and successful organizations encourage. There's a saying I like that goes 'the toes we step on today may be attached to the rear end we're kissing tomorrow.' Leaders don't make followers, they build more leaders.

This book is an examination of the selfless spirit that I believe is innate in all human beings. It is discourse on the possibilities we all have each day to create a life of meaning and joy for others as well as ourselves.