You’ve heard the saying “People join an organisation—and leave their boss”?
The major reason (not the second or third reason but THE major reason) people leave their jobs is because of dissatisfaction with their immediate leader/manager.
My boss was the motivator for me to resign at least once in my career. Let’s make sure that won’t be so for any of your team members…
Staff Turnover Costs Are Immense!
When a valued team member leaves your team:
- The cost of replacing them is huge.
Think agency costs, advertising money, interview time, induction time, training costs, time spent mentoring and coaching, and the loss of your own productivity because you’re focussing on these things. Also let’s not forget the stress that’s placed on those needing to pick up the slack. What would be the costs of them being overloaded?
- Opportunity costs are frequently huge too.
It takes more than a couple of months for a person to get up to speed. Missed opportunities are hardly ever measured but you can be certain that they’ll run up a hefty tab.
Why Exemplary Leaders Routinely Keep Their Key People
“I would have moved on years ago if Andy wasn’t so good to work for.”
I asked the Andy fan “Exactly what is it about Andy that keeps you there?”
“There are two things. Firstly he let’s me know that he values me and my efforts.
It’s the stupid little things that tell me he appreciates me and my work—like genuinely asking how things are, like acknowledging me, like announcing my achievements, like taking time out to talk things through with me when I need his time, like looking at things from my perspective rather than always from his.
Secondly, he cares about my development and where I’m heading in my career.
Sure, I like my job, and the organisation looks after me financially. But that’s not the be all, end all. The second thing that keeps me truly engaged is that Andy wants me to develop and progress my career. I know he cares—he’s frequently asking if I want to be involved in different projects or assignments, he’s arranged an Executive Coaching program for me, he invites me to meetings that he knows will broaden and strengthen me.”
I know you’d like to have the time to be an “Andy”—but consider this: Andy isn’t any less busy than 95% of other leaders I’ve met.
Andy makes it a priority to make sure his team members feel respected, valued and backed by him. That’s the difference that makes the difference.
Disappointingly, there are still lots of leaders who:
- Primarily talk with their team members only when they need something from them.
- If they give feedback at all, it’s predominantly of the disapproving kind.
Of course, there’s an even bigger group who are more elegant than this, but they’re still not an “Andy”.
Your Leadership Call to Action
How closely aligned are you with Andy…
- Firstly in terms of making sure your team members feel respected and valued.
- Secondly in terms of them actually feeling backed by you because you take time out to discuss their development and their career?
These are your keys to holding on to your team members and to keeping their discretionary effort high.
You’ll potentially save your organisation thousands every year by retaining your key people and reaping the rewards of them being highly engaged, focused and productive.
Keep your feedback about these bulletins rolling in 
. And give me a hoy if you want to talk about your circumstances or those of a leader in your team.
She’s supported leader after leader (including those who previously struggled to confront the difficult, let alone persuasively deal with the it) flourish—and become confident, courageous and impressively influential.
Carolyn is authentic and results-oriented. She draws on an eclectic array of approaches, tools and techniques to suit the situation.
