“People don’t leave bad jobs, they leave bad bosses.” This quote was validated recently when a woman spoke of lingering issues from her past employer.
me,” she said, “but my boss never took the time to connect with me and understand what I wanted to accomplish in my career and life. It was all about him and his success.” She became very emotional and then said confidently, “I quit my boss, not the company.”
dently, “I quit my boss, not the company.” According to a Gallup study, only 32-percent of employees in the United States feel that they are truly engaged in their job. The data, which was largely unchanged from previous years, shows that 51-percent of employees are unengaged, and 17-percent are actively disengaged.
One of the primary reasons for this disengagement is an employee’s connection and the quality of the relationship with their leader. Behavioral science tells us the most common behavioral style in our working population places high value on working for a leader and the cause.
When you combine that with the millennial generation’s desire for a personal connection with their leader, a majority of the current work force engagement is directly connected to working for a leader they believe in.
Think of the impact on your bottom line when there is disengagement in your company or department. In today’s job market, where employers are finding it ever more difficult to find good employees, disengagement becomes even more serious.
In simple terms, when they believe in the leader, they are engaged in their work.
Leaders of a highly engaged organization usually have these qualities:
• The leader “owns his/her stuff.”
• The leader is transparent about their style and its strengths and weaknesses.
• They apologize when they make a mistake
• They are vulnerable and openly share challenges that he/she is facing in life.
• The leader is concerned about you professionally and as a person.
• Basically, the leader is “Real.” The good news: you don’t have to be perfect. You just have to be open about it.
Disengagement happens in every company. What if it is happening in yours? Think of the impact on your bottom line when there is disengagement in your company or department. In today’s job market, where employers are finding it ever more difficult to find good employees, disengagement becomes even more serious.
The good news for the person who quit her last boss is that she now has a leader she believes in.
During a group discussion, another person talked about how he loved working for the company but had not figured out what passion to build his career around. Right now, he just had a job.
just had a job. The leader stood up and said the following to his team: “I want all of you to seek a career that you can be passionate about. You can figure it out through our company, but it does not have to be at our company.”
In other words, your career, success and happiness are more important than you filling a job at our company. Every person in the room was moved by his passion and care for his team members. Now, that is a leader anyone would run through a wall for.
The future of talent development is developing the total person, not just the work person. Development action plans should be focused on challenges not at work but that are impacting work.
Do you inspire your employees to believe in you? Do you invest in developing the total person? Are you a leader that others want to give their best to everyday? At a minimum, take time to invest in one development opportunity (training, book, conference) for each of your direct reports every six months. When you don’t quit on your employees, they won’t quit on you. I wish you the best as you build the team to achieve your dream.
Steve Van Remortel, president of SM Advisors Inc., is a professional speaker, strategist, adviser, and author of Stop Selling Vanilla Ice Cream.