Why does your organization exist, and why should anyone care? Organizations exist to perform—period. Be for-profit or non-profit, they all exist to do something, make a product, or supply a service.
Today, many employers say they’re having trouble retaining their younger employees—specifically millennials. At 82 million strong, millennials are the workforce of the future. Studies have shown they want to work where they can make a difference and contribute to something bigger than themselves.
It’s imperative to realize that the people in your organization—especially young people—are the fuel to your long-term success, and the one person who affects that outcome more than any other is the frontline manager. Fortunately, there are five defined pillars of success that managers can rely on to help them succeed in their aim to boost employee retention.
- Engage employees with a compelling vision of what is expected, and provide the mission to achieve that vision. Why? What’s in it for the employee to want to achieve for you? People respond when they are doing or contributing to something bigger than themselves. When national crises such as earthquakes or hurricanes occur, people are driven to volunteer not because they have to, but because they want to. Your vision and the culture you create are the reasons you exist.
Tell your people that without them doing what they do you wouldn’t achieve the results that you desire. The way employees view a job and its role in their life is evolving. Employees don’t just come to work for a paycheck. They seek a purpose, the opportunity to do what they do best every day, and to lead a life they desire for their families and themselves.
- Make decisions based on productivity. By keeping your eye on the goal and having your people similarly focused, everyone will understand why certain decisions are made and can buy in. If disagreements occur in discussions they are welcomed because they are focused on achieving a better outcome toward the end objective. When disagreements occur, be sure to ask what the ultimate goal is.
- Motivate every team member to take action. People are more likely to take action if they know what is expected of them. When expectations are clearly defined, employees are less likely to disappoint their manager or their peers. Employees will work together without your direction or approval when they all know what is expected and have bought into achieving the desired results. Most people are going to live up or down to their perception of the expectations of them. If your people don’t know what is expected, don’t be surprised by what you get.
- Have the assertiveness to drive outcomes. Are you more concerned with the process or the outcome? Managers are in place to strive for positive outcomes. Employees may find ways to produce an outcome that the manager never thought of. Provide employees the freedom to experiment and try new ways of doing things. Keep progress results in front of the employees. If they do not see the progress they are making as a team, they will lose interest over time and productivity will wane.
When your staff see that their work is making a difference they will continue to contribute. If you avoid providing appropriate feedback on your employees’ progress, you’ll immediate notice a decline in the contributions of team members. Remember, feedback is the breakfast of champions—be generous with your thoughts and expectations.
- Create a culture that you want. Culture impacts every aspect of how you get things done, from hiring and developing the talents of the employees to customer service. Define your desired culture and then take it from words to actions. If you don’t like the culture you currently have or the results that you are currently obtaining, you are the only person who can change it. Your actions have to mirror what you desire. Do you allow negative behavior to go unchallenged? Realize negative behavior brings down all your good employees. Your employees are watching and if they see you doing nothing, your lack of action has sent a powerful message. You don’t care!
Employees are not going to care if the manager doesn’t care. When employees know that the manager truly cares about them as a people, they will walk through fire for the manager. When people believe the manager doesn’t care, the employees will let the manager walk off a cliff. This caring gets to the heart of employee engagement.
By creating a workplace where people want to come to work instead of because they have to come to work, managers will see positive changes. Most people don’t wake up in the morning and say, “I think I will do a bad job today.” Help them achieve the results necessary for the organization but in a way that each and every employee’s contribution is recognized and appreciated.
About the Author
Jan Makela is an executive coach, highly-sought after speaker, and best-selling author of Cracking the Code to Success and Be the Manager People Won’t Leave. Jan has a long and successful history of working with companies to ensure quality hiring and training practices. His specialty revolves around strength-based leadership development, with a particular focus on working with senior and mid-level executives, business owners, and professionals. For more information on Jan Makela, please visit www.StrengthBasedLeadership.net.
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