How to retain top performers
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Leadership: How to retain top performers - Contact centre Management group
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How to retain top performers
- 1. Leadership How to retain top performers
- 2. First lets discuss leadership
- 3. What leadership style do you have? Authoritarian Delegates Participative Ideal Leadership Soul Leadership “ By making a soul connection, your true purpose in life will become the foundation of everything you do”. -Deepak Chopra
Editor's Notes
- Attraction to your business – your reputation The reputation that your business has in the market will play a crucial role in who you attract This takes time to build but Brand awareness is very important Attraction to the job opportunity (what’s in it for them) The job must be interesting (exciting), stimulating and something that the person wants to do You need to try and keep them stimulated and interested in the job – not always easy – so expanding peoples scope of work; changing their roles etc. can all help Attraction to your culture You represent your culture – to some extent so do your team People must feel some connection with you (your values, your reputation, your style of leadership and management) Culture needs to be made tangible – you must live your values and this must be evident to the people you are trying to attract Salary and benefits A fair salary is very important but you need to set and manage expectations about this carefully – in a small business you do not have the means to pay very large salaries and so you need to attract people using other means (help them to complement their salaries with other work they can do for you) Circumstances and timing You cannot do anything about circumstances and timing – sometimes people who you really want to have join you don’t and sometimes people who you really want to keep, leave? This is something you have to learn to live with and you must always be prepared to let people move on
- Set clear direction You don’t have to have a detailed strategy and plan – but you should always be able to articulate what you are aiming to achieve and by when – people do buy into a journey Match their strengths to their role Quite often, you recruit someone only to find that their real strengths are not what was on their CV – you should be flexible enough to move them into different roles or even to change the nature of their role so you can play them to their strengths Guide them but don’t spoon-feed them People always need some direction but once you spoon feed them they feel disrespected and they stop thinking for themselves in that matter (it can be insulting) – encourage people to think for themselves all the time – let them make decisions and be ready to deal with their learning's from mistakes they make – you also learned by making mistakes Manage their performance Regular informal feedback (praise and constructive criticism) work best for me - people do need to know how they are doing – but sometimes it’s the informal feedback that is most important (however you should never send out mixed messages) Communicate about the good and the difficult things Let them grow Give them space to grow Engage them in challenging and stimulating work
- Treat them with respect Be courteous – greet people the way you would like to be greeted etc Admit to problems when they occur but don’t burden your staff with your problems You must always lead by example – I believe you should always keep your hand in at the work your staff do so you can speak with experience always – having said that, you should always be willing to learn from them and you should encourage them to learn from you Let them work from home if necessary – don’t watch the clock – its not helpful – watch the outcome Reward them when reward is due Your staff must always feel that their efforts and contributions to your growth are appreciated – so share with them when you do well (bonuses) and recognise their good work always – when things are tough you cant share as much – they will understand Encourage them to create their own business opportunities through your business If your business attracts the self managing entrepreneurial person then if you don’t stimulate this need you will lose the person – learn to use it to your mutual benefit