Learn how to retain your best people. Myth: “It’s all about the money.”. Think about the best job you ever had? How would you articulate why you loved it?. Where did money fit into your considerations?
How would you articulate why you loved it?
Today, our comments will be based on three great books: Drive by Daniel Pink, http://amzn.to/1eMl9oP, First Break All The Rules by Marcus Buckingham http://amzn.to/15YjtHF, and The Three Signs of a Miserable Job by Patrick Lencioni http://amzn.to/18280D3
Plus our own experiences and observations of hundreds of companies over the years.
In his book, Buckingham states that the Gallup Organization developed twelve core questions that give an organization the most important information it needs to attract, focus, and keep the most talented employees. They are:
We believe there are 4 ingredients that are important to retain the best and brightest in your company.
- Have a Big Dream
Daniel Pink calls it purpose, which he defines as a desire to be involved in a cause larger than oneself.
Patrick Lencioni says without seeing a connection between the work and the satisfaction of another person or group of people, an employee simply will not find lasting fulfillment.
In Sylvia Hewlett’s book, The Me Generation Gives Way to the We Generation, she says people choose a range of nonmonetary factors from “a great team” to “the ability to give back to society through work”.
Google’s mission is to organize the world’s information and make it universally accessible and useful.
How can you make stamping out automotive component parts sexy?
Well, how does what you do day-to-day compare to an accounting firm?
Check this out……….
How many of these questions would reflect being appreciated, that you matter or are important, that you count or even that someone noticed you? Study the list
What are your stories?
Daniel Pink would call it mastery, which is defined as the desire to get better and better at something that matters.
Steve Jobs exemplified this trait with his obsession for the perfect device (by the way, defined by the customer, not the techies).
According to Pink:
Can you provide any examples of where you have seen mastery motivating people in
How are you at providing and/or challenging your team members to master their work?
The Dirty Little Secret is that we want to be measured, so we know if we won.
Lencioni says, “Team members need to gauge their progress and level of contribution for themselves.”
Buckingham’s 1st question is “Do I know what is expected of me.”
We can’t tell you how many times we’ve heard stories about team members who were demotivated because they did not receive any specific – or even any fuzzy – goals. They did their best, only to be criticized by their supervisor, who would say, “That’s not what I want or what we need.”
Do each of your associates know what is expected of them?
Louis Gerstner in his book, “Who Says Elephants Can’t Dance?” says:
“People do what you inspect, not what you expect.” http://amzn.to/1gyF1Ke
Do you clearly measure the results?
We believe people want to be winners.
And finally, do you celebrate victories, even little ones?
Have a Big Dream
Be The Best
JUST DO IT!!!