Running head: FEDEX EMAIL
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FedEx Email: Putting People First
Henry Bradtke
Business Management and Leadership, Liberty University
BMAL 570
Dr. Antonio Williams
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Email to All Staff at FedEx
I am hoping all are doing well as you receive this email. The reason for this email is to
help guide everyone as we move forward and become the FedEx brand. I am sure many of you
already exhibit great values as I have witnessed it from time to time. We are moving from several
organizations that may have had their own unique standards of operation in the past and are
successfully merging into one brand here at FedEx. With that being said, I think we all can do so
much better, and this is done by working toward a common goal.
With the thought of a common goal, I am reminded of the founder, Sheridan Garrison.
Mr. Garrison had a unique perspective on the less-than-truckload (LTL) industry, as he thought
that a group of good people “with principles and a common goal” would cooperate as a team to
shorten wait times from weeks to overnight (Hess & Cameron, 2016, p. 29). The goal that I am
expressing in this email will serve as a reminder moving forward that we put our people first in
this organization. Philippians 2:4 tells us to “Let each of you look not only to his own interests,
but also to the interests of others” (New International Version, 1978/2011). No matter the
challenges we may come across, this will be our core principle here at FedEx.
Putting People First
The core principle of putting people first may sound simple, but in all our busy lives this
may be difficult for one to carry out without a reminder from time to time. We must remember
that those working at FedEx are one of our most important assets and must treat them as such,
even though this may seem like common sense for most of us here (Pfeffer & Veiga, 1999). This
is a friendly reminder that we are all assets here at FedEx. Getting and staying in proper
alignment, we can have a strong vertical alignment that is aligning with our goals, customers,
and the brand, coupled with units that are working synchronously together across structured
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boundaries (Schiemann et al., 2018). To achieve this, we must have those at the top of the
organization on down display the values FedEx established. By having those in leadership setting
the example and encouraging two-way communication regarding FedEx’s ethical expectations
would be the best approach toward creating such an environment here, instead of forcing beliefs
and convictions upon others here (Babalola et al., 2019). For FedEx to continue to grow we need
to have faith that those working with us here will continue to do so with the integrity needed in
leading our industry with our continued principles of “people with open minds and that “can do”
attitudes that has led to our success (Hess & Cameron, 2016). It is thanks to our loyal employees
with their integrity and trustworthiness to each other and our customers that has led to a world
class experience that we all come across while delivering quality and certainty on the service that
was received.
Conclusion
As we continue forward being known as FedEx, everybody needs to always be
cultivating an environment where everyone is helping to foster an atmosphere that makes
everyone’s experience here, customers and staff, better by setting the proper example to follow.
Those here at FedEx need to listen to that moral voice when making decisions and listening to
other people's ideas for the good of the organization because of its potential to keep the
organization healthy and sustainable for many years to come (Lee et al., 2017). While we may be
frustrated by co-workers or customers, everyone must separate themselves from previous
experiences and try to empathetically see from the opposing viewpoint and listen to what can be
addressed. By doing this for others, it can show that their effort is cherished and appreciated,
which in turn can hopefully be returned to you when in a comparable situation.
Sincerely,
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Your FedEx leadership teammate
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References
Babalola, M. T., Stouten, J., Camps, J. & Euwema, M. (2019). When do ethical leaders become
less effective? The moderating role of perceived leader ethical conviction on employee
discretionary reactions to ethical leadership. Journal of Business Ethics, 154(1), 85-102.
Hess, E., & Cameron, K. (2006). Leading with values: Positivity, virtue, and high performance.
New York, New York: Cambridge University Press.
Lee, D., Choi, Y., Youn, S., & Chun, J. U. (2017). Ethical leadership and employee moral voice:
The mediating role of moral efficacy and the moderating role of Leader–Follower value
congruence. Journal of Business Ethics, 141(1), 47-57.
New International Version Bible. (2011). Zondervan. (Original work published 1978) New
International Version Bible. (2011).
Pfeffer, J., & Veiga, J. F. (1999). Putting people first for organizational success. The Academy of
Management Executive (1993), 13(2), 37-48.
Schiemann, W. A., Seibert, J. H., & Blankenship, M. H. (2018). Putting human capital analytics
to work: Predicting and driving business success. Human Resource Management, 57(3),
795-807.
