| In the executive offices of high-tech
companies across the globe, a new weapon is reemerging in the executive arsenal with
powerful implications for driving business success: Retention Leadership.
Executives whose daily challenges in the 21st Century
global environment are how to work with China and India, understand the MySpace Generation
and get more free publicity while paying for less advertising, are familiar with
initiatives to increase innovation, streamline business processes and motivate for higher
individual productivity. However, these executives are now looking at the work of their
organization through another dimension: leadership and the retention of employees.
According to the Harvard Business Review, not paying
attention to the retention of employees puts the company in a position to lose people with
talents they need, often inadvertently retaining people with outdated or ordinary skills.
In a brain-based economy in need of retention, people are
your best assets, not empty chess pieces to be moved around by inexperienced managers. Top
managers improve retention rates if they immerse themselves in creating an environment
where the best, the brightest and the most creative are attracted, motivated and set free
to produce.
Three critical leadership drivers bring high
retention results:
Driver #1: Connect on a Human Level
Dealing with data, bytes, and scientific thinking in a high
tech environment can obscure the fact that you are working with human beings with emotions
and mortal needs. A good retention program starts with managers who know how to connect on
a human level, not just be someone whose position on the organizational chart makes it
possible for him/her to force compliance to rules and policies.
People will personally commit to certain individuals who on
the organizational chart possess little authority, but instead possess pizzazz, drive,
expertise, and genuine caring for teammates and products. Think of the power of having a
position on the organizational chart as well as the personal charisma to inspire and lead.
These three things will make your formal title jump
off the org chart, creating synergistic team work and expanding your influence:
Check the Ego.
Never let your ego get so close to your position that it
defines your position and eclipses everyone else in the department or on the team. In
well-run organizations, titles are also pretty meaningless. At best, they advertise some
authority, an official status conferring the ability to give orders and induce obedience.
But titles mean little in terms of real power, which is the capacity to influence and
inspire.
Flex your style.
Blindly following strict managerial guidelines or the
current management fad generates rigidity in thought and action and reduces your
credibility. Learn to flex your style: Sometimes speed to market is more important than
total quality. Sometimes an unapologetic directive is more appropriate than participatory
discussion. Some situations require the leader to hover closely; others require long,
loose leashes. The best leaders honor their core values, but are flexible in how they
execute them. They understand that management techniques are not magic mantras but simply
tools to be reached for at the right times.
Exhibit optimism.
In a recent seminar, I met Bernard "Butch" Deuto
who was a young man at NASA working on the ground crew during the Apollo 13 crises. He
said that during the crisis, there was no doubt, no negativism, no whining, no pointing of
fingers. There was only an optimistic attitude and a determination to succeed. Failure
truly was not an option. Failure never entered their minds. In a similar fashion, when
faced with tough competition, cost overruns, product defects and a myriad of other
problems, a leader with determination and optimism focuses workers on solutions, not
problems. Morale improves.
Driver Two: Offer leadership Training that Focuses
on the Growth of the Employee
Studies document that an employee’s level of
satisfaction with their direct manager's leadership style is critical to a satisfactory
work environment and to retention. Researchers find that the relationship with the
employee's immediate supervisor carried more impact on the employee than overall company
policies or procedures. This relationship also determines productivity levels. To keep
bright employees engaged in their jobs and performing at high levels, managers should
provide:
- Information.
Information is a source of power. Unskilled managers keep
it close to the vest and stingily dole it out in snippets of information on a "need
to know" basis as if the employee was on a top secret mission. Without a big picture
of the project, it is easy for employees to stray from the vision or end-goal of the
product or service.
- Support.
Mental and emotional support takes many forms. Setting
clear goals, accepting ideas, affirming suggestions, making recommendations when stuck on
a particular point are all ways to support. Perhaps the best support for the retention of
entrepreneurial-minded, innovative employees is to give them the room to try innovative
ideas and take calculated risks without the fear of failure, retaliation or a pink slip.
- Resources.
Resources are not just pencils, printers and up-to-date
software but also involve access to other people in the organization. Providing the
appropriate resources may involve putting together special teams to tackle tough problems
and stimulate creative ideas.
- Opportunities.
Employees need the opportunity to improve their own status
within the organization and to invest in themselves in the form of personal development.
People will jump ship not just for more pay, but for better opportunities to learn and
grow. Retention leadership encourages everyone's evolution.
Driver Three: Insist on ethical conduct.
The fastest way to alienate the best and the brightest of
your workforce and send them networking for another job is to destroy trust by unethical
behaviors. Since the Enron debacle, Forbes.com maintains a list of corporate accounting
scandals with tainted companies ranging from Bristol-Myers Squibb to AOL Time-Warner. Just
recently, national news carried the blow-by-blow confidential information leaks from
industry giant, Hewlett Packard.
Unethical behavior is a precarious precipice with resulting
chaos in employee ranks. Successful organizations have a leadership team that insists on
honesty and ethical conduct at every level in the organization. In essence, the excellent
leadership team creates an organizational culture of integrity.
Culture integrity, however, is more than insisting on
ethical behavior. It is more than requiring ethics training for all employees. On a deeper
level, it is:
- Living and validating organizational mission and vision.
- Leading by example in matters of honesty and
trustworthiness.
- Aligning employees with organizational values.
- Encouraging candid conversations.
- Insuring that deadlines are met.
- Demanding high product standards.
- Replacing blame with problem analysis.
- Rewarding employees appropriately.
Implementing the Nine Principles of Culture Integrity(TM)
in your organization involves attention to employee accountability as well as managerial
responsibilities. For instance, leadership integrity involves providing clear instructions
for the parameters of the project while permitting the employee to retain responsibility
for clarifying instructions and meeting deadlines.
Good employees respond to Culture Integrity(TM) standards
and to leaders who convey an unwavering firmness and consistency in their actions while
exhibiting clarity of purpose.
Conclusion
These three leadership retention drivers will retain your
best and brightest employees and contribute to the forward movement of your company in the
chaotic 21st century global workplace. |
