Keeping the Good Ones: 3 Keys to Retaining Top-Notch Employees

One of the most frustrating but commonManagement consultants, motivational speakers
problems I come across in my consulting work isand the like discuss empowerment in motivational
that of retaining key talent. Companies spendterms. However, all long-term motivation is
untold amounts of capital investing in tomorrow'sintrinsic anyway, so the notion of empowerment
leaders, only to see them hastily depart down theas a motivational tool is nonsensical.
road for what they view as better opportunitiesEmpowerment can be more accurately defined as
elsewhere.Many executives believe that money isthe ability of employees to make decisions that
a major reason behind many of these departures.affect the outcomes of their jobs. What kind of
Money does play a part, but only a very minordecisions are we talking about?-decisions about
one. Money as a motivator is insufficient, thoughhiring practices-decisions about how to deal with
lack of money can be a demotivator. So, the oldcustomer service issues-decisions about local
notion of throwing money after an employee whomanagement practices-decisions on how to
is unhappy and looking elsewhere will only servemanage overtime-decisions about physical working
to create an unhappy employee who is better offconditionsAnd so on. Empowered employees
financially.Employees are motivated by a varietymake quicker decisions, are more confident in
of factors, and thus there is no simple "shotguntheir abilities to get the job done right, increase
method" to motivate mass numbers ofcustomer satisfaction, and decrease corporate
employees. Motivation must be intrinsic. It comescosts associated with remediation work (work
from within each individual and cannot be "caught"that has to be duplicated due to employee
or passed on (much like a common cold). To thatmistakes, which results from lack of
end, I have come up with three keys toaccountability).Empowered employees engage in
improving your employee retention. If you are ininnovation rather than problem-solving. Innovation
the process of developing tomorrow's leaders,involves a continuous improvement in the
make certain you understand these principles.status-quo, whereas problem-solving always
Otherwise, you will serve only to further theresults from failure. Someone makes a mistake,
corporate ambitions of your leading competitorscausing a decrease in the status-quo, and time
through serving only as a corporate pit-stop ofand energy is spent fixing the problem, which
sorts for the best and brightest.Key #1: Build aresults in the previous level of production.
Better CultureIf you want to retain thoseEmpowered employees innovate due to increased
employees in whom you have invested time,freedom, satisfaction, and personal accountability.
capital, and relationships, you must first improveTo this end, it is crucial that your company invest
your entire corporate culture. What does thatin advanced personal development opportunities
mean? It could mean:-looking at your corporatefor your employees rather than boring, remedial
hierarchy structure. Is it vertical or horizontal?training. The former promotes innovation, the
Vertical structures tend to result in decreasedlatter problem-solving.The biggest benefit to
communication (due to increased layers of middleempowering your employees is the loyalty it
management), poor employee empowermentgenerates. Human tendency is to value those who
(due to the ubiquitous need for approval fromvalue our contributions, and empowered
higher-ups) and general lack of day-to-dayemployees certainly feel valued and respected by
knowledge by higher-ups of corporate functioningtheir employer.Key #3: Improve Your Relationship
(which results from the old "management bySkillsThe bottom line in any corporate culture is
walking around" phenomenon). Horizontalthat relationships make or break a company.
structures tend to do the opposite, and decreaseRelationship skills are an overlooked aspect of
friction and power struggles betweencorporate culture. With respect to relationships
management and employees due to increasedand relationship skills, does your company:-have
visibility and accountability.-improving employeenumerous exemplars among its ranks that display
input and communication mechanisms. Do youryour ideal "corporate" personality traits
employees have an avenue for direct(genuineness, empathy, sense of humor, family
communication with their management andvalues, etc)-value people more than
leadership? Where do they go with legitimateoutcomes?-actively invest in advanced
concerns or innovative ideas?-analyzing middledevelopment opportunities for your employees?
management's tendencies toward micro-managing.(seminars on relationship building, etc)-have chief
If you want employees that feel respected andexecutives of all kinds that are readily accessible
valued, middle management needs to understandand easily approached?-listen more than it talks?
that micro-managing results in the opposite(most people believe communication is about
effect.-remember that all investments thatimprovements in one area and not the other,
improve the quality of life for your employees arewhich is crazy)-listen and incorporate customer
surefire winning investments. Work supports life,and client feedback readily?The better the
not vice versa. Employees that lead balanced,relationship skills among your employees and
healthy lives come to work happier and are moremanagement, the better your corporate culture.
productive.- forget about downsizing as a profitIn any area of corporate productivity, an
management tactic. First off, downsizing sends aimprovement in relationship skills and process will
direct message to ALL employees (not just thereadily increase profitability.Leif H. Smith, Psy.D.,
ones that are let go) that they are expendablehas worked with hundreds of individuals and
commodities. Second, downsizing has never hadexecutives to improve personal and professional
any positive effect on company morale. Eliminatingperformance and effectiveness. He specializes in
jobs rather than eliminating problems in capitalexecutive coaching and leadership development,
management processes is plain dumb.Key #2:and has worked with corporations such as The
Empower Your EmployeesEmpowerment is anAmerican Lung Association, America Online,
oft-discussed but seldom understood concept.Purdue University and others to this end.