When skilled employees leave a company, the entire operation suffers. Generally, this is due to poor management. Although managers may complain that great people keep leaving their team, they usually don’t try to change how they treat employees, either. In most cases, people don’t leave a company because they’re bored or seeking a promotion elsewhere, but because their managers aren’t doing an adequate job of performance coaching. To explain, here are a few common examples of ways that managers drive their best staffers away.
- They Recognize the Wrong People:
Talented employees can understand when another talented person receives a promotion, but they hate it when poor performers end up with the spoils. Typically, this happens because a manager is playing favorites, or is just plain clueless about who deserves the credit. This backwards behavior can drive top employees to leave a company out of frustration, especially when their hard work goes unnoticed. If there isn’t a direct correlation between performance and reward, people will decide that the system is rigged and stop putting in effort.
- They Overwork Employees:
On the other hand, managers can also work people to the brink without giving a thought to the consequences. It’s one thing to see a pay raise for handling additional responsibilities, but it’s totally different when an employee has to work harder and harder, just to stay afloat. Eventually, that employee will burn out, quitting in a fit of rage and exhaustion. Research shows that when employees work more than 50 hours per week, productivity drops significantly.
- They Keep a Double Standard:
With power comes responsibility. Managers should be expected to stick to the same rules that they preach, without ever considering themselves a special exception. What good is performance coaching, if the coach is a bad role model? Employees need to feel like they can trust and depend on their manager, but erratic and inappropriate behavior can quickly squander that trust. The ideal manager keeps promises, sticks to a reliable schedule, and cultivates an air of mutual respect with employees.
- They Don’t Foster Creativity:
Performance coaching should bring out the best in people. That means creating a work environment where passion projects are encouraged, so that talented employees have enough autonomy to flex their creative muscles. Research has shown that when skilled workers have the freedom to follow their muse, companies end up with increased productivity and a higher rate of innovation.
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