| "People do not leave companies; they leave | | | | organization. This critical statement is one that requires |
| managers." I was reminded of this truism after | | | | continued repeating because so many in management |
| speaking with a very frustrated employee. From the | | | | fail to "get it." Just examine the positions at any |
| conversation, it appeared the owner of this retail | | | | C-Level Board meeting. You will find the Chief |
| business lacked the necessary people skills to | | | | Executive Officer, the Chief Operating Officer and the |
| effectively manage his staff. He had a staff ready to | | | | Chief Financial Officer. Additionally, there may be the |
| jump ship and he did not care because he believed he | | | | Chief Information Office, the Chief Technology Officer |
| could find other rowers. Of course, he does not realize | | | | and the Chief Procurement Officer. What you will not |
| the cost of turnover or all the negative publicity his | | | | find is the Chief People Officer and it is people who |
| employees are sharing with others not to mention the | | | | actually do the work. Hmmm, sounds like a huge gap |
| drain on profits created by turnover. | | | | and disconnect to me, what about you? |
| So often the finger of blame is pointed at employees. | | | | Another reason for bad bosses is the organization is |
| Of course when one points a finger there are three | | | | out of alignment between strategy, structure, |
| fingers pointing back. | | | | processes, rewards and people. The result is both |
| Part of the reason for bad behaviors by bosses and | | | | external customers and internal customers |
| managers is the majority of them have never learned | | | | (employees) suffer. |
| the necessary self-leadership skills to lead themselves | | | | When you fire an employee, you truly fire a customer. |
| first before they lead others. The K-16 educational | | | | During difficult times employers have the advantage to |
| experience fails to provide the necessary knowledge, | | | | a surplus labor pool. This is not the time to treat |
| attitudes, skills and habits required in the real business | | | | employees or potential employees bad. This is the time |
| word. | | | | to establish current job descriptions, fair performance |
| For example, students spend an enormous amount of | | | | appraisals and financial incentives that reward those |
| time learning how to read with some time devoted to | | | | who produce. By taking this action, your business will |
| writing. Public speaking is maybe given a couple of | | | | be ahead of the flow when the good times return. |
| hours in high school. Yet the majority of communication | | | | Remember your employees are your greatest assets. |
| (90%) is non-verbal and para-verbal. So what happens | | | | First, you must create a healthy working environment |
| is these students are literally set up to fail in real world | | | | or bus as Jim Collins describes in Good to Great. Then |
| where effective communications rules. | | | | take the time to check to make sure you have the |
| Employees are the greatest assets for any | | | | right people in the right seats. |