It should be without saying that there is no better way to maintain carefully created people than to hang on to current loyal manufacturers. Unfortunately, there is not enough emphasis on this area. Start by considering who these employees are.
Keep Visible Performers
Utilizing Your Current Employees – Be aware of existing employees' experience, skills and aspirations. Get out and see your employees – they are your most valuable resource.
One of the main causes of dissatisfaction is poor location, their consequences are at all levels. Unfortunately, all too often these days, all the available probabilities are thrown into a position or a warranty contract and it is called a contract. There is no better way for an employee to shoot his leg and take a high-performance employee with him.
If there are no openings to correct the current misplacement, consider increasing the existing responsibilities of valuable employees to maximize their valuable experience. Make the most of your know-how on other roads in your business, such as implementing a guiding program and offering the challenge to trusted employees who have "topped out".
Perhaps these employees might be interested in forming a group of interviewee executives, or in developing and implementing an administrative plan. The possibilities are endless.
Occasionally, a side shift is in a position that would better fit your talent, experience and change interests. Go to great length to take advantage of your existing resources. It's always a cheaper, more efficient way.
Do not underestimate the power of simple recognition in keeping valuable staff. You don't have the potential to get a worker in a tangible way, but it shouldn't keep you from setting up a program to put it out with a "pat on the back". A small gift to the next business functions, the monthly recognition of lunch, the name of the staff news, or the tablet are simple and cost effective, yet the expression of gratitude.
Know Your Leaders From Your Executives
It is perhaps no concept more important than this. Insurance workers can forgive a lot, but misapplication in this area is often the straw that breaks the back of Spanish camels. The rest, of course, will be directed by one who knows the fundamental difference between these two concepts.
Rule of thumb here is:
Manage processes and procedures – guide, guide and teach people.
If you're in trouble, determine if you and your lead servers are confusing in these two areas. While effective managers often need to participate in both, they are not interchangeable and like oil and water, they do not mix together.
It's really that simple, not unnecessarily easy, but definitely simple. It is not surprising that people respond to human approach and little in the management of humanity. From the nature of the definition, leaders are in front, who rarely expect their followers, whom they have not previously done. Leaders usually lead back, but only to protect the back.
A mature leader has leadership in leadership, developmental attitudes, in relation to any situation, which each member of the leadership group has gained through experience. There is openness and determination to continue the personal growth process.
Interpersonal skills are extremely important. Leadership must be non-discriminatory, developing solid working relationships at all levels. This may seem obvious, but unfortunately, too much is forgotten in the name of faster organizational development. Both leaders and managers must be ready to facilitate conflict in conflict and to address issues related to team, faculty and organizational issues.
An active leader is genuinely concerned about the success of those he leads, treating employees as individuals, giving credit, and enjoying making people good. A great leader keeps the goal as simple as possible, always promoting understanding, always being a model and standing out, not associating unnecessary, so staff can continue their work.
An active leader will make the difference between a successful gift and a failure. The most brilliant process, designed and directed by the most competent managers, will fall flat at some point if leadership is not right. It is not necessary to prioritize the purpose of people or vice versa. If a leader has done his homework, everyone in the organization will come to the vision at the same time.