Relational Leadership and Employee Retention – A Match, part 2 (Segment Two)

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In Part Two – Segment Two will complete the discussion on a trusting organization. These 10 principles of trust when employed consistently to your entire organization without bias will build a bridge of loyalty that will stand against the elements. People do not willingly leave organizations built on moorings as strong as trust.

This article will examine the last five Building Blocks of Trust. All of the building blocks are important and it is essential to note that you cannot selectively skip one in favor of another. Companies that score high in the Trust Index will see lower turnover and greater productivity.

Figure 1: The Second Five Building Blocks of Trust

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About the Author

Frank McIntosh is author of The Relational Leader (Course Technology PTR, Cengage Learning 2010). During his 36 year career, Frank has worked with many of the most recognized companies and executives in the world. He has provided consulting services for peers across the country and helped initiate Junior Achievement programs in Ireland, the Ivory Coast, Oman, the United Arab Emirates, Bahrain, and Uzbekistan. Frank was inducted into the Delaware Business Leaders Hall of Fame in October 2008, one of 38 individuals so honored and the first not-for-profit executive to receive this distinction in Delaware’s 300 year business history. To read Frank’s complete biography, click here.

For more information regarding this subject, visit Frank McIntosh at his website www.FJMcIntosh.com.

Lock in and Engage Top Talent

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In good times and bad, organizations have learned about the impact of thinking that employees are dispensable. Such thought is particularly unwise as the economy improves after a downturn.

During the past few years, companies have lopped off employees in the hundreds of thousands for reasons of economic survival. The staff gaps that resulted are now being felt as those same companies are faced with competition both for business and the top talent they still possess.

Slowly, we are seeing a shift from a buyer’s to a seller’s labor market. There may be a high unemployment problem but HR executives are still complaining about a significant skill gap, that is, a difference in proficiency between the majority of individuals in the market for jobs and those that companies want in their labor force.

Rather than having just a replacement mentality, human resources needs a more strategic approach to the situation—one that finds answers to the coming high turnover. They need a solution that also addresses the bad reputation that the recession has wrought on many companies and that identifies cultural changes that will attract new employees.

Evidence has shown a high correlation between employee job satisfaction and engagement and employee retention and recruitment.

Here are some strategies to engage and retain top talent:

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About the Author

Florence Stone is editorial director for AMA and editor of MWorld, AMA’s quarterly membership journal. She is the author of Coaching, Counseling & Mentoring, The Manager’s Question and Answer Book and The Essential New Manager’s Kit.

To learn more about the American Management Association, click here.

Leading with Patience – The Will to Wait

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Patience is a virtue. This pearl of wisdom has been a bone in the throat of even the most patient leader. Patience is an easy thing to talk about, but it is extremely difficult to practice. Webster’s defines patience as, “the quality of being capable of bearing affliction calmly.” Patience is the third attribute Rudyard Kipling described in the poem ‘If-:’

If you can wait and not be tired by waiting,
Or being lied about, don’t deal in lies,

 

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About the Author

Doug Moran has more than twenty-five years of leadership experience in a variety of industries. Doug is the author of the forthcoming book, If You Will Lead: Enduring Wisdom for 21st-Century Leaders. He founded IF YOU WILL LEAD, LLC to help leaders and organizations reach their fullest potential. The firm focuses on leadership development, organization excellence and information technology. His book, speaking, and consulting leverage the power of story-telling and enduring wisdom to help leaders and their organizations excel and grow.

Relational Leadership and Employee Retention – A Match, part 2 (Segment One)

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In my previous article I discussed creating a “learning – thinking” organization. Part Two will be presented in two segments and focuses on creating a trusting organization. To be trusted is to be authentic, a trait of a relational leader. Authenticity emerges from The Building Blocks of Trust as the foundation of the leadership quotient.

This article will examine the first five Building Blocks of Trust. Companies that score high in the Trust Index will see lower turnover and greater productivity.

Figure 1: The First Five Building Blocks of Trust

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About the Author

Frank McIntosh is author of The Relational Leader (Course Technology PTR, Cengage Learning 2010). During his 36 year career, Frank has worked with many of the most recognized companies and executives in the world. He has provided consulting services for peers across the country and helped initiate Junior Achievement programs in Ireland, the Ivory Coast, Oman, the United Arab Emirates, Bahrain, and Uzbekistan. Frank was inducted into the Delaware Business Leaders Hall of Fame in October 2008, one of 38 individuals so honored and the first not-for-profit executive to receive this distinction in Delaware’s 300 year business history. To read Frank’s complete biography, click here.

For more information regarding this subject, visit Frank McIntosh at his website www.FJMcIntosh.com.

StrategyDriven Leadership Conversation Episode 3 – Agile Balance

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StrategyDriven Leadership Conversations focus on the values and behaviors characteristic of highly effective leaders. Complimenting the StrategyDriven Management & Leadership articles, these conversations examine the real world challenges managers face every day that are not easily solved with a new or redesigned process and instead demand the application of soft leadership skills to achieve a positive outcome.

Episode 3 – Agile Balance explores the key individual and organizational traits that enable the flexibility needed to keep up with today’s rapidly changing business environment while at the same time maintaining the balance needed for success.

Additional Information

The Offsite: A Leadership Challenge FableComplimenting the outstanding insights Robert shares in this edition of the StrategyDriven Leadership Conversation podcast are those he shared in a two-part series on Agile Balance:

 
 
Final Request…

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Thank you again for listening to the StrategyDriven Leadership Conversation!

About the Author

Robert Thompson, author of The Offsite: A Leadership Challenge Fable, is the founder of Applied Performance, a leadership and personal communications services company for entry-level through chief executive officers. For the past 25 years, he has worked with a distinguished group of clients that include AT&T, Hewlett-Packard, Johnson & Johnson, Lockheed Martin, Sony, and Sun Microsystems. To read Robert’s full biography, click here.

Want to learn more about Agile BalanceTM? Contact Robert at [email protected], follow him on Twitter @RobertHThompson or subscribe to his Leadership Path newsletter at www.LeaderInsideOut.com.

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