There are many things that can cause someone to put in a two week notice, but the one reason it should never be is because the company failed to take care of their people. Organizations will lose more on the bottom line in turnover than lack of sales when they fail to take care of producing employees.
If I was a manager and got a two-week notice from a “producer” in my company because I didn’t manage or treat him or her right, then it would be my fault and a huge…HUGE loss to the company.
This is becoming a current trend in the marketplace. Here is me saying this NICELY…Some managers lead with their head up their butt and wonder why they get crappy results. There is no other way to put that in a kind way. I recently got an email from a “producer” with another organization and it was to vent on how poorly her company treats those who work hard, put in 10 to 12 hour days, and live up to the standard only to get disrespected in the bottom line of things.
If you have a role of business owner or manager of a department and it requires you to lead others, I implore you to read the following and let it soak in real good. When you lose a producer because you failed to do the SIMPLE THINGS, then it will cost you and your organization an arm and a leg longterm.
So, I asked this person what did her organization or leadership do that lost her as a producer?
Here are the answers…
1. If an employee is meeting and exceeding metrics (expectations, quota, requirements or numbers) then they should not be nitpicked on minor things. Everyone can improve, and those things should be pointed out on occasion to assist in their professional development. It should not be a daily occurrence. Minor things that are not impacting their ability to do their job or having an impact on the ability of others to complete their work should not be blown out of proportion.
Sam Glenn Input: Micromanaging is how you manage people out of a job and get them to stop caring.
Freedom–If they are hitting metrics, they should be given the freedom to do the job. Top performers not only know what it takes to get a job done but are also doing it. Most go home at night and work or prepare for the next day. If they need or want to leave at 5 p.m., they should be able to do so without dirty looks. Top performers know how to manage their day…their performance reflects that. Independence: Top performers should have the independence on how they want to structure their day. They know how to maximize their time and they should be allowed to do it. When you try to limit their capabilities by forcing them into a schedule, you limit productivity.
Sam Glenn Input: Get out of the way and let them do what they know how to do.
2. Top performers should be managed by those with experience. Managing people in a cookie-cutter manner will never be effective. Each person is best managed in a unique way—learning, understanding, and managing them to result in a happy relationship for both the employee and the manager. Managers without experience don’t have the wisdom to effectively manage unless they are being mentored closely. This situation will be frustrating for both the manager and employee. No one wants to feel like they are being “practiced on.”
Sam Glenn Input: You don’t put inexperienced cowboys on an experienced bull. You let them work their way up.
3. Top performer’s opinions should be listened to and valued. It doesn’t mean that everything they say goes, it just means that they are listened to and their opinion does hold a bit of weight. They can provide insight at a level that managers may not have.
Sam Glenn Input: Failure to listen is failure in action.
4. Feedback: Most people respond best to feedback that is given in a structure that involves…positive feedback on something they are doing well, then giving suggestions on how they can improve on an area they are not succeeding as highly in…brainstorm with them and collaborate on a new strategy, and then end with something else they are doing well. When people feel encouraged they are more willing and open to suggestions on how they can improve.
Sam Glenn Input: Failure to praise, recognize, encourage and inspire is a set-up for resentment and a trip to Careerbuilder to find a company that will value them.
5. No Clear Opportunity for Growth or Advancement: Companies should have a clear progression plan for employees who want to take the next steps in the career—tuition reimbursement and additional training not only will make the employee more valuable to the organization, but when people feel like they are being genuinely invested in, they will be more inclined to stay and give back.
Sam Glenn Input: There is no hope in working towards a dead end.
6. Logic: Logic should be clear in all company meetings. There should be solid logic behind future company events and initiatives. If you want people to get behind what you’re doing, they have to understand why they are doing it.
Sam Glenn Input: Without a positive “WHY,” you create a negative, “WHO CARES.”
What do you do in order to keep your employees happy and productive?
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