Success!Ezine
Volume 5 Issue 4 -- April 2007
DrCarolWebster.com
Copyright 2006   All Rights Reserved

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E. Carol Webster, Ph.D. is a clinical psychologist in consulting practice in Fort Lauderdale, FL providing professional development consultation, private practice development and promotion, media psychology and author consultation, as well as cultural competency consultation for clinicians and organizations in need of case review. Feel free to call or e-mail for more information.

Fix Faults to Stop Staff From Fleeing

E. Carol Webster, Ph.D. 
Copyright ©  2007

Most bosses want to be liked and few intentionally mean to cause valued staff to start heading for the door. Turnover is costly for any company and, even if employees stay, they’re unlikely to perform optimally when they hate working for you. Plus, their contempt can taint the workplace for others. So if your employees are running from you or – worse yet –taking new jobs to get away from you, it’s time to do something about this. Yes, it’s true that you have a right to your own personality, good or bad, but you’re there to do a job and you can’t alienate the company’s workforce. Be an effective leader and take the steps necessary to keep the best people on your team.

Before you can do anything about your attitude or management style, you must understand how you’re coming across. Formal surveys and 360 evaluations are popular ways to determine how your employees and superiors view you and whether other organizational factors are at the root of the problem. But even without all that, take the time to ask for feedback yourself. Invite people to be candid. Some will. Many won’t. But you’re likely to walk away knowing more than before about why people are fleeing from you.

You may not be able to make everyone happy but at least ask what they feel would improve the relationship with you, in particular, and with the job, in general. Are you micromanaging? Why do you feel you can’t let go? What does your employee need to do to increase your confidence in his or her ability?

Are you too critical? Why do employees fail to live up to your standards? When you discuss this with them, you may be surprised to learn that many aren’t really sure about your expectations. Having frank discussion about this sets clear direction for everybody.

Are you a tight-wad emotionally or financially? Your staff needs to receive positive reinforcement for the things they do well – especially if your style is to be critical. There must be some balance. Many bosses expect a great deal, but scrimp on office perks – causing employees to feel undervalued and unappreciated. Lighten up. Give praise liberally. Dole out a few goodies. Flexible scheduling may be a great reinforcer for some. Tangible rewards may work better for others. Recognition usually works well for all since most people enjoy being complimented, even if they’re hard-pressed to admit it openly. And don’t forget the little “nothings” that say a whole lot. Souvenirs from your vacation for staff. Treats for the department “for no particular reason”. And dig into your own pocket if you have to. It’s no secret that you earn more money than your employees and they often resent that you’re not more generous. Host something special when they’ve performed well. Nothing breeds success better than success, so take care to show your appreciation.

Fostering employee retention is an ongoing process. Don’t confine your contact to team meetings, retreats and special events. Everyday communications go a long way to helping staff understand you and your expectations better and help you understand them and what they need to feel good about working for you. Give your personal touch. Pick up the phone. Stop by. Make it your business to interact with employees on a regular basis so that the relationship grows.

Don’t be the boss that employees run from. Fix the faults that cause them to flee. Responsible leadership means making tough changes for the good of the workplace. These changes will be good for you personally and professionally, too.

Ask Dr. Webster...

Dear Dr Webster: I’m trying to take your advice to “get a life” so that my practice doesn’t completely take over. Right now I practically do nothing else but work. I want to go out but I keep meeting dates who want me to drop everything every time they call or want to do something and I can’t deal with that. Am I ever going to have a social life?

-- Dateless Doc

 Dear Dateless Doc: Getting started is half the battle, so at least you’re on your way! Now the challenge is to meet people whose lives are compatible so that you’re not constantly being pressured to make radical changes in yourself and your schedule. The people you socialize with must understand that you’re an entrepreneur and, as such, working is how you eat. Even if you worked for some else, some jobs require long hours or weekend work and your dates need to understand this up front.

Instead of dinners, you may need to meet for breakfast to get to know each other. Rather than a movie, you may enjoy each other’s company at a charitable event that serves professional, philanthropic as well as social purposes for you both. The people who demand the “traditional” way of dating are not likely to make it in your life anyway, so don’t fret about this. Stick with those who, like you, need to do things a little differently. The list will be shorter but the probability of genuine compatibility is likely to be much greater. Have fun!

  --Dr. Webster

Got a Question?

Ask Dr. Webster

Success Motivator

If you are a leader who controls the affairs of the many, seek out every good deed so  your conduct may be blameless. 

-- Ptah Hotep
 

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Success!Ezine
E. Carol Webster, Ph.D.
Clinical Psychology Consulting
DrCarolWebster.com
954.797.9766
Success!Ezine@DrCarolWebster.com