You’re worried you’re not attracting the right talent or that you aren’t able to keep good talent around for long and you think it might be because of your salary structure. Before you launch into a compensation structure overhaul (we’ll tell you how to do this next week on the blog), you need to: Know for sure that the reason you are having the problems you are having is in fact compensation related. It may be that all your supervisors are jerks and people may leave even if you paid them twice as much. Surveying employees, especially through exit
“The real heroes anyway aren’t the people doing things; the real heroes are the people NOTICING things, paying attention.” John Green, The Fault in Our Stars According to my editorial calendar, I’m supposed to be writing about job shadowing today, but I’ve noticed something. In the past week I’ve had conversations with three people about their work. One just quit. One is DONE with her work and is planning her quit, and one just realized she wants to quit, but hasn’t started the plotting of her exodus yet. (By the time I see her again next week though, I imagine
Last week, I had to share some information with someone that was unpleasant. I was nervous about how to deliver the message, but I went back to the steps I recommend to leadership coaching clients when they have to deliver and discuss issues that involve conflict. This is a very common issue that leaders have to navigate, and the best method to handle or diffuse conflict is to address it. The worst thing that can be done is to ignore. If you’re struggling with how to handle a situation head on, use these steps to make it easier: 1. Get
At a lunch meeting yesterday, one topic of discussion was the “everyone gets a trophy” generation. The millennial generation – of which I am barely a part of based on my date of birth, but rarely admit to being – seems to have a problem with feeling entitled. And the negative outcomes this creates in schools and int he workplace is a hot topic. A couple of issues cited in this discussion were: Lack of respect for consequences of one’s actions. For example, a star pitcher not getting to pitch in a game when scouts were there because he missed
I was mad. Really mad. I had an appointment with a client. He asked to reschedule because he said he would be out of the office all day the day we had scheduled to meet. I showed up at the company the day we were scheduled to meet in order to meet with one of his colleagues and out he walks. He’s there. I felt lied to and intentionally blown off. He said nothing. I said nothing. I expected an apology or at least an explanation e-mail or phone call to come from him. I got nothing. In inquiring about