It seems that many managers are mystified by vapourized employee loyalty. From whom did they learn disloyalty? Nortel? Worldcom? Enron? Wall Street? The 1 percent? You?
Me? Yes, you. Do you create an environment that engenders loyalty? Do you raise people up, or do push them down, step on them? Do you develop people, or do you use them?
This guest article from Laurent Duperval, Montreal-based management consultant, will give you actions for increasing loyalty.
Jessie has had a bad year. Between health issues, family issues and work-related issues, she's feeling out of her element. The work she used to be able to do regularly now seems like a giant mountain. She gets no joy and no fulfilment from it anymore. She also feels as though she is no longer performing as well as she used to. She decides to discuss it with her boss.
"I saw on the job board that another department needs to fill a position that I have the skills to do, and I think that it's a job I could do well and that I would enjoy."
"But," says her boss, "I can't let you go to that department. You are needed here and we're already understaffed. I really need all the people I have."
"All right," replies Jessie. "May I have some unpaid leave, then? I need a break to get my energy back, get my head straight in order to contribute."
"As I said Jessie, we really need everyone on board. I can't give you any more time off, I'm sorry."
"So am I," concluded Jessie. "I quit."
This vignette is based on a true story-well, more than one true story actually. It's not an uncommon situation by any stretch of the imagination. I regularly hear from people who are ready to leave their company as soon as they find something better. In many cases, the bosses' saving grace is that the law of inertia works in their favour: employees are so entrenched in their ways that it takes more effort for them to walk away than to just stay where they are and complain.
However, some employees-usually the best ones-will make that effort and walk away without looking back. Once they've made up their mind, there usually isn't anything their bosses can do to make them change their minds. These bosses then face a more difficult situation than they did before. What are the chances that you, as the superior of an employee, are inadvertently pushing them to the door? Answering a few questions may give you an idea.
Used with permission. ©Duperval Consulting. Laurent helps leaders and IT professionals improve communication to dramatically improve their results.