The core issue is that dissatisfied employees often leave because of their direct supervisors or managers, rather than the company itself. | Sonu Goswami
The core issue is that dissatisfied employees often leave because of their direct supervisors or managers, rather than the company itself. However, accurately capturing this trend is challenging, as employees frequently hide their true reasons for leaving during exit interviews, initial engagements with recruiters, or while actively seeking new opportunities. Being deeply involved in recruitment and witnessing numerous cycles, a recurring pattern emerges beneath the surface reason for leaving lies a significant gap between managers and employees. While not universal, this disconnect is prevalent enough to warrant attention. 👨💻 👩💻 Addressing Employee Turnover: The Role of Managers. Dissatisfaction often stems from direct supervisors rather than the company itself. However, identifying these reasons can be challenging, as employees may not fully disclose during exit interviews or initial discussions with recruiters. The truth? 70% of employee engagement hinges on managers. Recent studies show poor managers are the real driver of turnover, costing companies dearly in replacements, lost productivity, and a disengaged workforce. Investing in leadership development empowers managers to create a thriving organization, not just by offering exciting opportunities, but by fostering a truly engaged and motivated team. 💪 💼 Good morning, LinkedIn connections 😊 🙏! In "It's the Manager" 📙 by Jim Clifton and Jim Harter, the pivotal role of managers in shaping an organization's long-term success is emphasized. The book underscores that nurturing great manager is important, offering insights into strategy, culture, hiring, and more. 🔶Help Managers to Become Coaches: Equip managers to coach effectively by focusing on three key goals: 🎯 Set clear expectations: Employees are likely to be 4x as engaged when their managers involve them in goal setting. 🎯 Provide ongoing coaching: Employees who get daily feedback are 3x as likely to be engaged compared to those who get feedback once a year or less. 🎯 Create accountability and link employees’ performance to their personal development. 🔶 Here are eight essential steps to develop a high-performing team: 1️⃣ Define Purpose: Clarify why your organization exists and its value. ⭐ 2️⃣ Align Culture: Ensure your company culture supports your purpose, fostering unity. 🤝 3️⃣ Communicate Effectively: Share your purpose and culture widely, uniting everyone. 📢 4️⃣ Invest in Leadership: Develop managers as coaches who focus on strengths and growth. 🌱 5️⃣ Implement Coaching: Customize coaching for diverse needs, offering personalized guidance. 🎯 6️⃣ Attract Top Talent: Update hiring practices for skills, strengths, and fit. Onboard effectively. ⭐ 7️⃣ Focus on Strengths: Cultivate a culture leveraging employees' strengths. 💪 8️⃣ Improve Engagement: Shift to ongoing feedback and fair performance systems. Offer flexibility. 💪 ✔ Lesson: Focus on Leading, Not Micromanaging. | 22 comments on LinkedIn
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The core issue is that dissatisfied employees often leave because of their direct supervisors or managers, rather than the company itself. However, accurately capturing this trend is challenging, as employees frequently hide their true reasons for leaving during exit interviews, initial engagements with recruiters, or while actively seeking new opportunities. Being deeply involved in recruitment and witnessing numerous cycles, a recurring pattern emerges beneath the surface reason for leaving lies a significant gap between managers and employees. While not universal, this disconnect is prevalent enough to warrant attention.
Addressing Employee Turnover: The Role of Managers. Dissatisfaction often stems from direct supervisors rather than the company itself. However, identifying these reasons can be challenging, as employees may not fully disclose during exit interviews or initial discussions with recruiters.
The truth? 70% of employee engagement hinges on managers. Recent studies show poor managers are the real driver of turnover, costing companies dearly in replacements, lost productivity, and a disengaged workforce. Investing in leadership development empowers managers to create a thriving organization, not just by offering exciting opportunities, but by fostering a truly engaged and motivated team.
Good morning, LinkedIn connections 😊 🙏! In It's the Manager 📙 by Jim Clifton and Jim Harter, the pivotal role of managers in shaping an organization's long-term success is emphasized. The book underscores that nurturing great manager is important, offering insights into strategy, culture, hiring, and more.
Help Managers to Become Coaches: Equip managers to coach effectively by focusing on three key goals:
🎯 Set clear expectations: Employees are likely to be 4x as engaged when their managers involve them in goal setting.
🎯 Provide ongoing coaching: Employees who get daily feedback are 3x as likely to be engaged compared to those who get feedback once a year or less.
🎯 Create accountability and link employees’ performance to their personal development.
Here are eight essential steps to develop a high-performing team:
1️⃣ Define Purpose: Clarify why your organization exists and its value.
2️⃣ Align Culture: Ensure your company culture supports your purpose, fostering unity.
3️⃣ Communicate Effectively: Share your purpose and culture widely, uniting everyone.
4️⃣ Invest in Leadership: Develop managers as coaches who focus on strengths and growth.
5️⃣ Implement Coaching: Customize coaching for diverse needs, offering personalized guidance.
6️⃣ Attract Top Talent: Update hiring practices for skills, strengths, and fit. Onboard effectively.
7️⃣ Focus on Strengths: Cultivate a culture leveraging employees' strengths.
8️⃣ Improve Engagement: Shift to ongoing feedback and fair performance systems. Offer flexibility.
✔ Lesson: Focus on Leading, Not Micromanaging.
