1. “What would we do if you get hit by a bus tomorrow?”

My manager here was trying to express his desire to mitigate the risk of losing me given my unique capabilities and contributions. But he actually made me feel like I didn’t matter. I started looking for my next opportunity.  It wasn’t long before I left for an employer that I felt would sympathize with my family and me if I got hit by a bus! Making employees feel like they don’t matter could be one of the biggest mistakes a leader can make. And doing so with high potential employees can be most drastic. This statement above is still leaving a bad taste with me 19 years after I parted ways with this manager.

2. “Thanks for pointing out that your compensation doesn’t match your value and contribution here. I definitely agree. Let me look into it!“

I had brought up with our business unit leader that my pay was too low for my qualifications and performance levels. His response made me feel like I was being valued and appreciated. I ended up staying, made some of my best contributions, and followed that leader to his next job. And it was because of the trust he gained with his honesty and respect rather than the salary raise he offered me later.

3. “I am sad you’re leaving us but happy that you’re being pulled into an exciting opportunity rather than being pushed away by us!”

In this situation, I had submitted my resignation after accepting another exciting opportunity. This response from a leader that I looked up to was pretty inspirational. When I was ready for my next career move later, I reached out to my ex-employer and returned later for a much better opportunity under that same leader.

4. “Prepare a presentation to demonstrate to us your ability to complete your work on time.”

Rather than appreciating and leveraging my impact on people as a leader, my manager assumed I was spending too much time on the people management side of my job versus project deliverables. He didn’t ask about the status of my deliverables. This conversation basically drove me to prepare my resignation. I later was able to find a much more senior and influential leadership role with a company whose leadership made me feel respected and trusted.

The assuming leader could easily be the least effective leader. Making inaccurate assumptions based on what you see on the surface is a solid de-motivator of people. Staying curious and inquisitive would have been much more useful in this situation for working together on assessing and closing any performance gap. But assuming lack of delivery based on scattered observations is one of the quickest ways to disengage your employees and demotivate them. Ask yourself one question: to what extent are you successful in making your employees feel like you are partners in success versus a police-person and suspects?

5. “We have an important role for you to play in a new job,” in reference to a much more limited and limiting role

My manager mentioned this only when I said that I’d read between his lines that he was hiring my replacement. I was actually on the interviewing committee for another role and I had to guess that the intention was to replace me. Apparently, some of my colleagues had known about it while I didn’t. The interviewee himself knew about it. I could not trust my manager or his managers after this incident. Regardless of how suitable the role he described was for me, I didn’t feel safe anymore continuing to work for that company. So I started making plans for my next career move and resigned soon after.

And one last thing to say…

The Great Resignation, Silent Quitting, Disengaged Employees- Why?

Motivation might have become the rarest commodity for employers, hence the Great Resignation, Silent Quitting, and disengaging employees. This is probably the first time in our lifetime to remain in one collective trauma after the other for almost three years and counting. Many have lost loved ones in the process and others ended up with lasting health effects from COVID. And a good majority is feeling less financially secure with growing inflation worries. Also, almost every industry is experiencing some major disruptive transformations: Environmental, Social, and Governance (ESG), energy transitions, climate change, digital transformation, supply chain crisis, and Diversity, Equity, and Inclusion (DEI), to name a few!

The motivation crisis may be bigger than the energy crisis, the environmental crisis, or the supply chain crisis. Because only when we have motivation are we able to address these crises. And some crises may actually be caused by the lack of employee motivation. Amidst all these disruptive challenges, many employees seem to be losing their motivation to stay employed or at least do their best. But this problem is not without a solution. It takes authentic engaging leaders.

What does authentic and engaging leadership look like?

You may also be struggling with your own motivation as a leader. And you probably know that you and your organization are not alone in this search for passion, excitement, and motivation. So how can you get some of that motivation back while we’re all still in the middle of the storm? It’s your opportunity to flex your leadership, stakeholder engagement, and change management muscles in new ways. Here we share some tricks that worked for our clients and their teams.

• Purpose. Ensure the clarity of your true purpose behind doing what you’re doing and how it aligns with your employees’ values. This will take a methodological approach to communicate and explain this purpose across the different layers in your organization.
• Vulnerability and Authenticity. Show up as an equally struggling human being that doesn’t have all the answers despite being at the top of some ladder. Also, don’t shy away from sharing some of your own unpleasant personal experiences and how they make you feel.
• Empathy. Take (rather than fake) genuine interest in how your people feel, what they’re going through, and how you can all help each other. It’s becoming more and more difficult for people to follow leaders who seem like they don’t care about them.
• Professional Help. Seek and offer to your people help in the form of  peer-to-peer mentoring and coaching, as well as therapy, counselling, and coaching support from independent professional services.
• Learning. Acknowledge that none of you has ever gone through a similar experience in the past and raise the bar for learning and development within your organization, starting with yourself. Set the examples in acquiring new skills and capabilities for a new normal.
• Challenge. Redesign organizational structures and roles in ways that challenge every employee to take responsibility for mitigating newly emerging risks and taking advantage of new opportunities. Take the time to match people with work that excites them and helps realize your vision and strategic goals.
• Accountability. Hold yourself and your most senior leaders accountable for meeting your own goals before you hold your employees accountable. Ensure that the general perception within your organization is that reward is directly tied to performance.
• Comradery. It’s not about who’s at the top anymore and unless people feel you are in this together it will be almost impossible to keep them motivated. Have fun with your people and encourage two way communication. If you want them to be motivated by your messages and actions, start by allowing them to motivate you!

How about you? What are you doing to keep yourself, your team and/or organization motivated?

At the beginning of the Mental Awareness Month this year, I would like to draw the attention of leaders to the importance of creating a work environment that prioritizes employee physical and mental health. Relying on financial growth and career progression opportunity alone to motivate people means that they work for you because they have to, not because they want to. Many leaders wonder why their people aren’t bought into their visions and giving their best. People will only do their best in environments where their mental health is not being jeopardized through a series of unreasonable requests or disrespect. As I typically say to my clients, try a little more compassion and kindness.

I was discussing this with one of my favorite clients a couple of weeks ago and he drew my attention to the fact that it took two. As the CEO of the organization, he pointed out that if your “senior leaders are constantly under delivering and hurting the business you may yourself having to pressure them to work harder and put in more hours.” After a short conversation we agreed that feeling the need to manage your employees’ time and workload is a symptom for a bigger issue that requires addressing. Start asking yourself about the balance your work environment provides, mainly related to the following:

• Competence. How do you feel about the ability of those who constantly under deliver to address the responsibilities you’re assigning to them?
• Support. To what extent are you supporting your team with their enablers for success?
• Accountability. How effective are your management practices in establishing and enforcing accountability?
• Consequences. To what extent do you, your leadership team, and other employees bear the consequences of your own lack of commitment?
• Engagement. How would you rate the actual buy-in of your vision and why it makes sense for people to do what you’re asking them to do?

Typically, the answer is some combination of all the above. So making everyone work much harder will make the problem fester longer and result in dissatisfaction among those who are actually delivering. If you ask me what to do, I would say do what my client and I are doing: identify and resolve the actual problem(s). And while you’re doing that don’t forget to give your employees the best wholistic employee experience which would encourage them to give you their best performance. Otherwise, they’ll keep doing what will secure their paychecks and protect them from any headache noncompliance may cause.

Like many business leaders, many of my executive coaching clients are concerned about their ability to stay afloat, let alone grow in the face of the increasing risk of employee attrition. We can claim that this post-COVID19 phenomenon has caught us by surprise. But we will soon be out of excuses. The global trauma that we all been going through remains a wake-up call for many. And many of your employees may very well wake up to the fact that they do not want to be working for you!

However, it seems that many leaders are still handling the Great Resignation in a reactive manner that falls short of addressing the tectonic shift that it is. Working through this situation with several of the executives I coach, I have become familiar with the temporal nature of this challenge. Therefore, different strategic options emerge different time frames. Below I offer a framework for a more proactive approach for handling the retention challenge.

Immediate: the Departing Employee Matters

The fact that there is a mass exodus from the workforce, some of which without immediate reentry, can just be a symptom for bigger issues. Also, your leavers my continue to be good resources for you. Therefore, consider the following:

• Take the exit interviews seriously. Beyond being an HR formality, they are an opportunity to learn about challenges to talent retention in your organization. They will be helpful for reducing your attrition rates.
• Avoid burning bridges with the departing employees. They are important future human resources for you. Your brand as an employee and a business will benefit from their word of mouth. Also, you may be able to establish contract arrangements with some of them to help with easing off the workload and sustaining your operations while you figure out longer term solutions. And, you may stand a chance of attracting your top talent back!

Short-term: Beware of Similar Decisions in the Making

Your exit interviews will provide you with a foundation for understanding the attrition risks you could be facing. Next, I recommend that you engage managers and employees, establishing partnerships to address some basic questions?

• Who’s next? Who else may be having similar concerns to the leavers and, thereby, contemplating similar decisions?
• Do you want to retain them? What can you do to retain them?
• What are the morale and workload implications on those who may be happily choosing to stay with you?
• What are some creative resource solutions to rationalize the workload?

Medium-term: Work Ethics Matter More Now

Another phenomenon that is emerging is that some employers may now be rushing to refill the open positions so fast that they forget to check on the candidates’ work ethics. In less drastic cases, they may sacrifice the cultural fit. What my clients have learned is that they may loose more time through the damage that a misaligned employee may cause. Eventually, they will have delayed their recruitment of  ‘suitable’ candidates by the few months it takes to recruit, hire, and fire the wrong candidates.

Long-term: Time for Leaders to Play Catch Up

The world has moved on from the “because I said so” leadership style and it’s time for leaders to play catch up. The Great Resignation is here to teach us a few leadership lessons. Leaders now are constantly being challenged to sell the idea of employment to their employees- let alone the idea of working for their organizations and each of them in person. This is probably the subject line for another blog. But what we know for sure is that two sets of long-term strategies must be in question now by most organizations:

• Talent acquisition, development, and retention strategies
• Leadership selection and development strategies as well as the key performance indicators (KPIs) to measure success and keep leaders accountable

And, finally let’s keep in mind that “human” resources require authentic and compassionate human leadership that values them and prioritizes their fulfillment and growth!

Whether you’ve been directly affected by the Great Resignation or not, its disruption of workforce dynamics will affect every organization and its leadership. To discuss what it means and how to be more proactive about it, contact us to schedule your free strategy development consultation.