The basics to retaining staff - all industries

Everyone wants the opportunity to work for someone they can aspire to, someone that can lead from the front and muck in when the times get tough. For most this is a straight forward observation, however you would be surprised as to the number of businesses that get it wrong.

There is a distinctive difference between 'leading' and 'managing' which I'm sure you'll agree. The notion of kicking back in an ivory tower, detaching yourself from the hub and core of a business is always the biggest mistake a business leader can make.

I have worked with a multitude of businesses, some which I have seen grow and flourish whilst others have grown, crashed and burned. The majority of the time the underlying issue is simply those at the core. Think of an architect, they would never put plans together for a house if the foundations weren't sound. The management tier, the business leaders the Managing Directors are the core of a business, so how can you build a business without these key players not being leaders? Not being those that muck in? Not being those who stick around and lead from the front? Those key people not being sound?

Titles aside exceptional businesses tend to be headed by Leaders not Managers, ones who have strong organisational skills and are completely and utterly committed to the cause. They are usually people who simply 'get things done' and are solid decision makers.

You will also notice they always offer their employees the following:

Objectives and Goals: We are all humans and naturally possess an element of competitiveness, therefore regardless of industry sector, role or remit defining targets, creates a sense of purpose, a goal and meaning to what can seem monotonous tasks.

The difference between Managing and Leading is the 'Manager' will set these goals and monitor as to whether they are achieved or not. A 'Leader' will coach, encourage and develop you into someone who can achieve the goals, all the while ensuring the said individual appreciates that 'failure' can develop as opposed to hinder.

Defined expectations: Whilst goals and objectives are important, there needs to be a sense of independence. Let's use a Sales Floor and the topic of negotiating terms as an example. Many 'Managers' are suffocating and only concerned about the now. Allow the consultant to negotiate on the terms with an expectation of a bare minimum in place. Suffocate, interfere and belittle them when you have failed to outline the expectation will only lead to frustration for both parties.

I don't know anyone that would suggest they enjoy being monitored as if they were in school, or having to second guess as to what they can and can't do. If people wanted to manage a political mine field they probably would have followed a career in politics.

Identifying key objectives for people to work towards/ adhere to- this is essential.

Sense of purpose: Consider your own career, throughout which you probably wanted to be a part of something, be associated with a cause, have a reason for doing what you do. It goes without saying this is human nature, enable people the opportunity to work as a team as well as solo, create missions involving impact on the business and individuals who serve both as customers and clients. But most importantly let them know what you want to achieve for the business, be transparent which will help them create little missions of their own.

Input from the team; Strong, engaged employees will have ideas, opinions and will want a voice. Encourage this, create forums, suggestion boxes, idea boards/ stations. Demonstrate that suggestions are considered and of course implemented when viable, otherwise they will immediately disengage. Usually it's those with the most prominent voices that are strong enough to be your eyes and ears on the ground and nine times out of ten the next leader or Director in your business.

Sense of connection We all work to pay our bills, this is without question, however we also want to work with those we respect, admire and aspire to. So an interest in those that report to you and work with you is essential. The pharse, "two ears and one mouth" springs to mind. Personal moments with employees and paying an interest in team members as human beings is what will set you apart from the rest. It forms a bond, a personal connection and an emotional contract which is very difficult to break.

A true Senior, a Leader, a Director someone who is seasoned and maintains staff is someone who appreciates their team and employees and treats them as people!

Reliability and consistency Most people aren't overly concerned when a Senior is strict, demanding or quick to offer constructive criticism as long as they are of course treated fairly. Strong leaders treat those they work with and manage indifferently and fairly, this is essential. Consistent and fair communication, leading by example and setting the bar of behaviour always runs top down.

Saying one thing and doing another or demonstrating favouritism and unfair treatment is one of the most common reasons for people 'jumping ship'. Every employee needs to understand why decisions are made and the logic behind changes when there are any.

Private & Professional Criticism No employee is perfect, nor is any Director, Leader or Manager. Everybody needs constructive criticism, it's how we develop and upskill. However it needs to be delivered honestly, professionally and most importantly discreetly.

Public & Professional Praise Even relatively poor performers or people who have been working for you forever need to feel special. There is no better way to do this than with a little humility, public praise and appreciation. It's easy to recognise the front runners, however what about those who do great things for the business but never really get noticed? How important are they to the business?

You may need to work hard to find things to praise people for, however you would be surprised how the smallest bit of praise will lead to more productivity and a happier work environment.

Career Structure People need to see a career path, I don't know anybody who simply goes to work just for the sake of it. As well as paying the bills, liking those who you work with and having that feel good factor, is essential. An easy way to do this is to ensure people have a transparent structure and career path.

Strong Leaders and Directors take the time to develop employees, who will go onto care about your business and demonstrate the ability to commit to it's future. Do not under estimate the power of a simple career plan.

End note: Sometimes people move on from a company because they have outgrown the environment, just like people growing apart in a relationship, which is fine. Although I would throw the question into the mix of; how many relationships & marriage breakdowns would have survived with the right counselling and transparency?

If you are thorough with the hiring process and maintain the 'feel good factor' environment as suggested above, there should be no reason as to why you can't retain staff, or why you would lose them to a competitor. Next time you get a resignation, listen to the reasons behind why that person is moving on. If you had worked differently and implemented some of the above, would that have made a difference? Is it a result of you failing as a leader as to why this person is resigning?