Generally speaking, high turnover rates are associated with America’s least desirable endeavors: fast food worker, security guard, janitor, etc. That being said, regardless of the industry in ques-tion or difficult task that’s to be accomplished, many young, inexperienced people find them-selves bolting out of nearest set of double doors to look for a new calling elsewhere.
It was John Quincy Adams, America’s sixth President, who once famously said, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” Just be-cause your current band of followers is struggling to remain intact, doesn’t mean there isn’t hope on the horizon.
As a leader, there are numerous things you can do to keep those with whom you interact on a regular basis from calling it quits. The following are three of the most efficient methods:
1) Do the Recruitment Process Right the First Time
Once the cycle of quitting has begun, it can be difficult for a leader to believe that anything else is even possible. In many instances, those charged with recruitment for a particular task both conduct initial interviews and bring in droves of potential partners with the preconceived idea that many of them are going to up and quit within a matter of days or weeks. True leaders under-stand that this sort of methodology is more of an assumptive cancer than anything else.
Says Kevin Johnson, Manager of Digital Advertising at Fusion 360, of the importance of sound leadership strategies during the recruitment process, “Instead of playing the numbers game right from the beginning, I focus on bringing in only the best. As a leader, that silent vote of confi-dence right from the start of things makes all the difference.” Though Johnson’s words were spoken in reference to the workplace, for the head of a team, they have a great deal of application with any undertaking.
As a byproduct of placing key individuals in positions where they can comfortably succeed, team members will naturally—and on an individual basis, for that matter—make the decision to re-main constant, even when things grow increasingly difficult. Truthfully, it’s when things get dif-ficult that team culture forms and loyalty begins to blossom. All this, because the correct people were brought in from the beginning to do a particular job at the perfect time.
2) Allow Room for Others to Grow
Once you’ve successfully surrounded yourself with a group of game changers, do everything within your power to keep them around. However, it’s important to keep in mind that even splendid people in excellent positions can only stay put for so long. Remember: just because you’re comfortable with your present place atop a group’s hierarchy, doesn’t mean others are entirely happy with where they’re at.
Speak with your team and learn what it is that each person hopes to accomplish during their re-spective lives. If certain duties or assignments would help them get just a bit closer to accom-plishing their goals, organizational sacrifices should be made accordingly.
Additionally, custom-made training opportunities or a few well-placed words of gratitude—when both appropriate and applicable—show that a leader is emotionally invested in his or her peers for the future.
Simply put, this kind of encouragement is invaluable in a competitive, discouraging world and promises to prevent others from throwing in the proverbial towel. Talent is hard to come by. If you’re not willing to allow others to grow, someone else will.
3) Hold Regular One-on-One Meetings With Each Team Member
In business, it’s customary that exit interviews be held for employees who are leaving a compa-ny. More often than not, these interviews are held to find out why a person is leaving so that fu-ture incidents of employee discord can be avoided in their entirety.
Likewise, whatever the situation or setting may be, instead of waiting for a disgruntled teammate to pack up his or her things, make a point of regularly meeting with each member of your team to identify and resolve problems before turnover takes over. Quitting is a dilemma that will never take care of itself; rather, it’s an obstacle that—when dealt with head-on—promises to result in a happier, more creative environment for all who choose to persevere .