EVE General Discussion

Be worth loyalty.

I like Burger King. Does that make us cousins now?

2B isk of escrow?

Lots of Soviet-style propaganda.

Great response, Remiel.

While I label it QotD, I don't actually plan to make them every day. If I see something on the forums that inspires a more generalized community discussion, I'll pop it up.



Comrade, we are merely speaking about concepts of brotherhood, and how to get more of us to support being "For the People". I have a pamphlet that speaks more on this, which I would be happy to share.

Here is a loaf of bread for your participation.

Basically you have to backup the members in your corporation. loyalty is a two way street if you are a douche people will quickly leave to find a none asshat to hangout. this is more important in a pvp corporation.

in a pve corporation long as you can secure mutual profit people will stay loyal.

Until one of them awoxes you.

I poison all my food in the corp fridge.

Tl;Dr: Soft touch CEO gives a long post about corp management in terms of inspiring loyalty. Applicable mostly to 12-24 strong corps and loose coalitions of corps of the same size.

1. Mutual Interests.
2. Mutual Respect.
3. Honesty.

These are the three things I find essential for my admittedly small and industry focused operation, but they have also seen me through wormhole corporations and a small venture in the early days of null.

1. Mututal interests are essential to build loyalty. After all, why are you expecting or giving loyalty to ideals you do not share. A clear, clean and explicit account of what the corporation plans to do, who is in charge, prospects for participation at the higher levels and potential executive roles should all be discussed or swept off of the table in a calm and directed manner. If your corporation is focused on a single type of game play and/or space, this should be clear.

Loyalty to YOU is irrelevant. Loyalty to your shared experiences and goals is the only thing that matters in this point. Maintain and update goals as appropriate, in a manner that works for you. Remember that change can strain loyalty or reinforce it - ensure you know how to sell to your comrades; the more central control you want, the better an orator/planner you will need to be.

2. Mutual respect. As cliche as it sounds, respect is earned. Why should these people respect you? Respect is a key component of loyalty, as loyalty without respect is a red flag indicating possible 'brown nosing' for status or position. If you run out of utility for such individuals, your position is probably the next to go. Earn respect by staying true to the above and below points. Be open with your intentions, invite others to submit their own, be clear and give respect when accepting or rejecting input. Most importantly make every break a clean break.

If members wish to leave due to differences of opinion, let them. Point 1 stresses that shared goals are the foundation of loyalty. Respect for when this has broken down is the janitorial service that keeps the house clean. Playing hard ball doesn't mean disrespecting your opponents - there is nothing you can do to stop people leaving - respect for inevitability will prevent you looking impotent when you cry and stamp about such events happening.

Separate respect into two clear categories: respect for the individual and respect for actions. Respect all as players of the game by being clear and not misleading them about why the corp exists (of course OPSEC is going to happen and respect != a lack of punishment for wrong doing, just honesty about why it is happening and when it might happen). Respect for actions builds your lieutenants. If you can touch base with your membership to find out what traits they find admirable in others, rewarding those traits will build people loyal to you through action that are respected on a corp-wide basis (or as corp-wide as possible). Growing the corporation sustainable, helping others and resolving conflict are key examples. Actions treated with respect should be as far reaching as possible; do not conflate 'doing your job' with actions deserving of plaudits.

3. Honesty. We have the foundation of mutual interest and the maintenance staff of mutual respect. But we need to remain honest about these two former elements. What comprises your foundation and what goals exist for proving your worth? Be consistent, be reliable and most of all be open when questioned on a potentially anomalous action (these WILL happen - remember outside forces on your corporation may force you to act out of sorts or suffer the consequences). If you can maintain honesty enough in the public/corporate domain to bypass the grudges that enforced OPSEC will no doubt stir when it is needed, you are winning the battle. People happy to trust when you need to keep a secret are those you have given an open book to in all situations where it doesn't endanger THEIR well being.

Sorry for the monologue, but I have some pretty strong feelings on this matter. This isn't a silver bullet - it works for me in groups of a dozen to two dozen, I've never led larger and never want to. It can be high maintenance and may not scale well, so consider yourselves warned on that front. It is also merely a school of thought that has worked out for me; results may vary and all that jazz.

the only thing I would really like you to remember is that a corporation isn't a vanity project. The minute you start recruiting people, you;re a content provider. Act like it, give something if you expect loyalty and build up a corporation that people can be proud of.

My awox alt loves whatever your in-corp alt loves.