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Give Your (Best) People Compelling Reasons to Stay

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This is a time of year when people reflect on careers and opportunities. Your best people will have aspirations and ability to pursue them.

  • Do you know what they are?
  • Are you are doing enough to help them stay?

The Mavericks at Work Blog has just published a post helping those with restless hearts and souls to reflect on reasons for leaving or staying in a job. They encourage potential leavers to reflect on the following:

  • Does my company stand for something—anything—special? It’s hard to be thrilled with your job if the company you work for is struggling to succeed, or feels stuck and irrelevant.
  • Am I excited to see my colleagues when I show up for work on Monday morning? “Working for” a company is an abstraction. The reality is that you work with the people closest to you.
  • Do I have a voice at work—does anyone who matters listen to what I say? There’s nothing more depressing and demotivating than feeling that you don’t matter as a person.
  • Am I learning as fast as the world is changing? In a world that moves so fast, the most dangerous thing in anyone’s career is the sense that you’re standing still.
  • Am I making enough money? Strange as it sounds, this is the worst reason to leave a job.

Research tells us that people ‘join an organisation but leave their manager’.

  • Are you doing all that you can to make sure that your best staff, when they think about these questions, decide that there is nowhere they would rather be?

With recruiters telling us that the cost of making a new hire is typically something like 140% of the annual salary of the post this could a very valuable or expensive exercise!

Action Yearning

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‘Santiago taught me about turning dreams into reality – he taught me how yearning has a dynamic to it that is incredibly powerful.  It is important, simply to be open and alive to possibility, to encourage people rather than to be suspicous of them, and to see the potential for success rather than the potential for failure.  This is where true knowledge and learning can be found…’

The Social Entepreneur – Andrew Mawson 

Much wisdom in this piece – whether you are a manager trying to get the best from a team or whether you are supporting entrepreneurs.

The book is a great read too!

Leaders are Readers?

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I had a great break over the holiday season and managed to do loads of reading . 10 books read and not one of them disappointed! This shows that ideas and inspiration are easy to find and cheap.

Putting them into practice is what matters and is where the majority of people – me included –  fall down.  In fact much of my work with PMN is to get great ideas and turn them into simple recipes that can be applied and made to work well.  Because the real learning happens not when we read the book – but when we try stuff out in practice.

So here are a couple of the books I read over Christmas that you can expect to see influencing future PMN workshops and blog posts.

Dream Manager by Matthew Kelly tells the story of management at Admiral Janitorial Services and how they managed to significantly reduce staff turnover and increase sales and quality.  They did this by spending time listening to employees, encouraging them to talk about their aspirations (home ownership, provide a proper Christmas for the family, sort out debt problems etc.).  They then put in place a service to help employees develop and put into practice plans to make these dreams happen.

By developing connections between peoples’ aspirations and their work, employees become significantly more engaged in their work.  This enabled the company to experience phenomenal growth.

In the book Kelly shows how hiring a ‘Dream Manager’ to work confidentially with employees once a month on their dreams and (CRUCIALLY) the plans to make them happen can transform the workplace.

I loved this book and read it in a couple of sittings as it is short (150 pages), well written and with an engaging storyline.

Eddie Obeng’s Money Making Machine is a business fable designed to help entrepreneurs think about their business idea as if it were a money making machine. It provides powerful insights into how to build the machine most effectively to achieve financial success.

Now it is very rarely that I find myself working with anyone who simply wants their business to be a money making machine. Most want their business to make a ‘positive difference’ as a first priority. Making money is a necessary – but by no means sufficient criteria for most successful entrepreneurs. As well as providing some really practical insights this book got me thinking about what a ‘Progress Making Machine’ might be like. Watch this space for the outcomes from that piece of thinking.

You can see a full list of the Xmas reading here.

PMN Bookstore

Something for Nothing in Halifax

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Would you like to learn a management tool that is guaranteed to:

  • Save you time
  • Increase levels of trust in your team
  • Improve communication
  • Make you a noticeably better manager
  • Get more done – more quickly
  • Accelerate the professional development of your team, and
  • Reduce the pain of performance reviews?

Then come along to a free introductory session of the Progressive Managers’ Network at the Elsie Whiteley Innovation Centre on March 26th from 13.30 to 16.30.

At the event you will get a free gift to help improve your management worth more than £25.

Places are strictly limited so please book your place online here. Or call me for more information on 0113 2167782.
If you know of a manager who might be interested please forward them a link to this page.

How To Motivate and Engage Front Line Managers

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This is the title of an interesting post over at BNet and one that is especially pleasing for me as they reference one of my posts as a potential answer.

The BNet post, and a recent conversation with a Progressive Manager have led me to do some more thinking on the matter. The truth is that many of the managers I meet and work with are ‘accidental’. They have landed in management positions because they are ambitious, bright and have good interpersonal skills. But they have not learned what good management looks like. More importantly they do not understand the potential of good management to transform a mediocre team into an excellent one. ‘Management’ is perceived as a necessary evil that should intrude on the day job as little as possible.

So, if you want to motivate (I would prefer to inspire) and engage frontline managers give them a taste of what a truly great manager is able to do in turning a group of ordinary people into a truly excellent team. This is just about the most rewarding thing you can do. Developing other people and increasing your impact on the world by working effectively through them can be a real buzz.

Managers who achieve this sort of impact don’t do it by fitting in management around the day job. For them, management is the day job. They may still spend some time working in the team rather than on the team – but this is likely to be less than 50% of the time (in BMW I believe managers work in the team 10% of the time with other 90% on management and leadership).