The most talented employees want feedback-more so than the less talented ones-and it’s your job to keep it coming.
When you have a talented employee, it’s up to you to keep finding areas in which they can improve to expand their skill set. Management may have a beginning, but it certainly has no end. They pay attention and are constantly listening and giving feedback. Good managers manage, no matter how talented the employee. When managers are asked about their inattention to employees, they try to excuse themselves, using words such as “trust,” “autonomy,” and “empowerment.” This is complete nonsense. Studies show that people who are able to pursue their passions at work experience flow, a euphoric state of mind that is five times more productive than the norm. These managers fear that productivity will decline if they let people expand their focus and pursue their passions. But many managers want people to work within a little box. Providing opportunities for them to pursue their passions improves their productivity and job satisfaction. They Don’t Let People Pursue Their Passions When you work your tail off only to get passed over for a promotion that’s given to someone who glad-handed their way to the top, it’s a massive insult. Promoting the wrong people is even worse. When managers don’t do the hard work of hiring good people, it’s a major demotivator for those stuck working alongside them. Good, hard-working employees want to work with like-minded professionals. After all, if the boss doesn’t honor his or her commitments, why should everyone else?ĥ. But when you disregard your commitment, you come across as slimy, uncaring, and disrespectful. When you uphold a commitment, you grow in the eyes of your employees because you prove yourself to be trustworthy and honorable (two very important qualities in a boss). Making promises to people places you on the fine line that lies between making them very happy and watching them walk out the door. It’s impossible to work for someone eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your production yield. Bosses who fail to really care will always have high turnover rates. These are the bosses who celebrate an employee’s success, empathize with those going through hard times, and challenge people, even when it hurts.
#PEOPLE DONT QUIT JOBS THEY QUIT BOSSES HOW TO#
Smart companies make certain their managers know how to balance being professional with being human. More than half of people who leave their jobs do so because of their relationship with their boss. With top performers, this will happen often if you’re doing it right. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise for others, it’s public recognition) and then to reward them for a job well done. Everyone likes kudos, none more so than those who work hard and give their all.
It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. They Don’t Recognize Contributions and Reward Good Work
If you simply increase workload because people are talented, without changing a thing, they will seek another job that gives them what they deserve.Ģ. Raises, promotions, and title-changes are all acceptable ways to increase workload. Talented employees will take on a bigger workload, but they won’t stay if their job suffocates them in the process. If you must increase how much work your talented employees are doing, you’d better increase their status as well. New research from Stanford shows that productivity per hour declines sharply when the workweek exceeds 50 hours, and productivity drops off so much after 55 hours that you don’t get anything out of working more. Overworking employees is also counterproductive. Overworking good employees is perplexing it makes them feel as if they’re being punished for great performance. It’s so tempting to work your best people hard that managers frequently fall into this trap. Nothing burns good employees out quite like overworking them. All that’s required is a new perspective and some extra effort on the manager’s part.įirst, we need to understand the nine worst things that managers do that send good people packing. The sad thing is that this can easily be avoided. Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don’t leave jobs they leave managers. It’s pretty incredible how often you hear managers complaining about their best employees leaving, and they really do have something to complain about-few things are as costly and disruptive as good people walking out the door.
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