By un­der­stand­ing why our great peo­ple leave, we gain in­sight into what could make them stay, writes Jane McCar­roll.

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By un­der­stand­ing why our great peo­ple leave we gain in­sight into what could make them stay, writes Jane McCar­roll.

I’m all about un­lock­ing ef­fort and mak­ing things easy. Please let me ex­plain.

Ex­ter­nally; I want my or­gan­i­sa­tion as easy as pos­si­ble to work with and work back­wards from my cus­tomers’ ex­pe­ri­ence in all that I do. With an in­ter­nal hat on, I’m about un­lock­ing dis­cre­tionary ef­fort. Ex­tra ef­fort leads to in­creased per­for­mance, higher pro­duc­tiv­ity and a stronger bot­tom line for your or­gan­i­sa­tion. Why wouldn’t you?

Good em­ploy­ees are, and have al­ways been, an or­gan­i­sa­tion’s greatest as­set. It’s al­ways been about the peo­ple. Through un­der­stand­ing why our great peo­ple leave we gain in­sight as to what could make them stay.

Here are 10 trends I have seen re­peat­edly from re­search­ing this sub­ject across the United King­dom, United States and Aus­tralia with some in­sight into un­lock­ing dis­cre­tionary ef­fort across our or­gan­i­sa­tions.

1. Bad bosses: It worked well in the movie for Jen­nifer Anis­ton (said no-one, ever). Few of us make it through our ca­reers with­out en­dur­ing at least one ter­ri­ble boss. Our role as lead­ers is to bring out the best in our peo­ple and nav­i­gate re­la­tion­ships to work and achieve re­sults col­lab­o­ra­tively. The re­la­tion­ship with our boss is more than in­te­gral, and it’s too big a re­la­tion­ship to be un­com­fort­able. Clash­ing is ex­haust­ing and no-one wins.

2. Over­work: It’s the quick­est route to burn-out. And, it’s of­ten our most ca­pa­ble peo­ple that get loaded up be­cause they’re so good. It’s not sus­tain­able, and leads to our peo­ple feel­ing un­ap­pre­ci­ated and look­ing else­where for

op­por­tu­ni­ties that sup­port port work life bal­ance. 3. Stag­na­tion: No-one likes to go mouldy.ldy I be­lieve every­body wants to con­trib­ute in a way that lever­ages their key strengths and con­trib­utes to the greater good of their or­gan­i­sa­tion. Does your team know your or­gan­i­sa­tion’s as­pi­ra­tions and do you know your theirs? 4. Vague val­ues and vi­sion: What’s be­ing trans­lated into ac­tion in your or­gan­i­sa­tion? With­out the con­nec­tion of val­ues to ac­tion it’s just talk. Are your val­ues some­thing that is un­der­stood by your team, and is it some­thing you hire back­wards from? Align­ing em­ploy­ees to your or­gan­i­sa­tion through shared val­ues should al­ways be the first step. Hire for fit – train for skill.

5. Bro­ken prom­ises: It doesn’t work when we’re rais­ing our kids, and it doesn’t work when we’re de­vel­op­ing our teams. Do you do what you say you are go­ing to do. It’s that sim­ple.

6. Prof­its over peo­ple: To win in busi­ness, we must first win over our peo­ple. When an or­gan­i­sa­tion puts prof­its be­fore peo­ple they best show them­selves the door. Not ideal as it can leave an or­gan­i­sa­tion with a cul­ture of un­der­per­for­mance filled with peo­ple that are nei­ther here nor there on who they work for. That won’t achieve any­thing. Use busi­ness as a force for pos­i­tive change.

7. Lack of recog­ni­tion: Everyone likes a spe­cial men­tion. (I know I do.) Even the most self­less peo­ple want to be recog­nised for a job well done. Ac­knowl­edg­ing your team is im­por­tant to en­cour­ag­ing feel­ings of be­ing ap­pre­ci­ated and con­tribut­ing to the greater good. Ap­pre­ci­a­tion is free, sprin­kle it everywhere. 8. Re­la­tion­ships with co-work­ers: Make con­nec­tions. They are so im­por­tant. I am thank­ful for, and work hard to sup­port, the re­la­tion­ships I have in the work­place. Good re­la­tion­ships are the safety net of ef­fort that is un­locked for you when the go­ing gets tough. Very help­ful when work­ing back­wards from great busi­ness out­comes in chal­leng­ing sit­u­a­tions. 9. Lack of trust and flex­i­bil­ity: Any bond is built on trust.

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