You’re losing employees in your strategy career. What can you do to keep them?

What has worked for me is to be honest and communicate transparently with my team. As long as your team trusts that your intent is to keep their interests in mind while making strategic decisions, they will give their everything to help the team realize its goals. It is important that all feedback whether praise or developmental is given immediately with candor and care.

I always think we forget that employees are humans first. Maslow’s hierarchy of needs is as relevant today as it was when it was created. There’s no formula that will work for everyone or every situation. Get to know your employees, be honest and see your job as to serve them.

First thing people manager needs is to gain employees trust. To do so you need to: - Be honest and transparent - Show them that you really care about them (professionally and personally) - Be their voice to the higher management levels - Have an open communication channel and continuous/periodical check ins - Be supportive - Understand their needs and what they want to achieve - Be a true advisor for what's best for them Once you gain the trust, you'll be able to understand their needs and know the true reason behind attrition and you'll be able to address it Hints: - Put yourself in their shoes to be able to have fair assessment and take the right decisions - Don't be emotional, you just need to be fair as much as you can

Encouraging employees by recognizing and rewarding their work is extremely important. Constructive criticism should always come with positive reinforcement of what is working. It is important to motivate with celebrations and recognize the effort, not just the results. I personally see my engagement challenging when I am only hearing what could be better vs considering the effort and time spent to get to that result. Failure should always be celebrated if it gets you information you need to ultimately deliver a better strategy.

I will gather the attrition data and deep dive to understand a trend or pattern. For me, connection is the key to understand major reason for exits. A special Task force will be created to speak to the recently separated and separating employees. Based on the inputs received, would curate and implement a plan to work on people and policies, to create a conducive environment and safeguard profits.

Get them out of the "ivory tower", which can be isolating and feel irrelevant, by bringing them closer to the market: through sales, thought leadership, and new opportunity development. Give them the space to create new things - recognize that in the AI era, wholly novel strategy is strategy that can't be easily replicated. Allow them to take chances that don't always have an immediate realization, and bake that into commercial planning. Reward creativity, collaborative-ness and earnest hard work, and build systems that reinforce these capabilities.

Es gibt viele Gründe, warum Mitarbeiter die Strategiekarriere verlassen. Mangelnde Wachstumschancen ist einer davon. Änderung des Beziehungsstatus, Umzug wegen Pflege der Eltern, ein drittes Kind, Branchenwechsel wegen besseren Zukunftsaussichten usw. sind weitere Gründe. Ein Mitarbeiter, der vorankommen möchte, wartet nicht darauf, dass sein Unternehmen ihn entwickelt. Er tut das von selbst, bringt Eigeninitiative mit und weiß, was es ihm bringt, sich weiterzubilden und voran zu gehen. Sollte jemand gehen, weil er nicht vorankommt, ohne vorher mit der Führungskraft zu sprechen, dann bringt die Person eine Art Opferhaltung mit, die der Führungskraft zu denken geben sollte, ob er überhaupt die Richtige für eine Strategiekarriere ist.

Think out of the box - growth opportunities are regarded differently by different individuals. For some might be the career ladder while for others might be the opportunity to engage externally, get trained i. A lateral skill, organize events, and so on. Involving diverse groups in order to shape opportunities will help you be broad.

I really believe in training your employees to retain them and it also brings value to your firm if your employees are more competent. As Steve Jobs said in a conversation: "What happen if we train them and they leave us?" "What happen if we don't and they stay?"

These employees in scientific strategy consulting need to not just have a clear career path, that is a given, but to be continually challenged by interesting questions at the intersection of biology, therapeutic modality, and value inflecting decisions.

A positive workplace culture is crucial for both employers and employees. When employees feel valued at work and are connecting to their colleagues, they are more likely to stay and contribute their best work.

Team work is like a assembling a chain. Make sure that everyone contributes and noone feels like the weak link. That’s a leadership responsibility. See the individual, try your best to ensure that they contribute and receive appreciation in the group.

Creating a progressive environment is the basic foundation of positive work culture.Employees with positive work culture are more resilient and possess progressive attitude which is the biggest ingredient in establishing positive work culture. Once such culture is established,employees are always willing to support and help fellow colleagues thereby enhancing overall performance of the team.This serves as the biggest retention tool and employees enjoy the camaraderie and become more productive.

Culture is key. People who like their work environment and understand their organization like coming to work. That means they need to be able to see where the organization is going and understand how that could impact them.

Create a can-do culture where employees know they can shape the company. Reward it not only with money but with recognition and opportunities that match their purpose

The power of engagement is grossly undermined , in my opinion it is the most potent tool in retaining employees. The sense of belonging and the constant two way dialogue to make them feel important and wanted is the key . Further , it increases the productivity as a Happy employee contributes better

Spending time with the at risk employee, or any employee who works in a strategy capacity, and talking about purpose; getting them to open up about purpose, is powerful. I’ve lived this a few times and having an incredibly relatable and even noble purpose behind the work we do makes it easier. But asking ourselves, and getting our team members to participate in and connect with **why** we do the work we chose to do does one of two things. It either aligns the individual more fully, or it calls into question (introspectively) their clarity on purpose. Either way, they are going to leave the conversation knowing they are working with a leader who cares deeply not just about the what but they why. That builds affinity.

There's something called Job Satisfaction and a mutual fit.You can keep the engagement of the employees only when you are in sync with each other's needs and motivating factors. The roles shouldn't be looking monotonous & should have enough learning opportunities for an employee, then they will definitely stay and enjoy their time . Yes perks and salaries are also important but the job should provide learning & enough growth opportunities for an employee to stay around.

Manage the expectations and perception. „Career-first“ employees will take the opportunity if there is a high level job somewhere else. It starts with the selection of the right talents ( sometimes the best fit is not the best candidate…)and to help them grow professionally as well as personally. So culture indeed is key but beyond that you need to be clear what can be career patterns in the company and you need to be also transparent regarding sacrifices and limits of careers. Sometimes it is better to let go and sometimes you may be surprised that talents who fit your company want to come back after they have left.

It helps if you can highlight the connection between employees' work and the outcomes they create. There is often a big gap between the initiatives employees work on and the results. Therefore, you need to keep reminding everyone of the impact they are making.

It’s important to understand and bring employee strength into play while they are delivering their role. Also recognise and applaud as often as you can!

Sometime the individual’s ambitions does not match the directions or requirements of the organisation. Departing ways in a civilised and constructive manner is difficult, but can become a turning point in people’s career. Honesty and empathy are key to long-time learning and relationship building.

To retain employees in a strategy career, focus on creating an environment that values autonomy, offers continuous learning opportunities, and fosters a sense of purpose. Encourage open communication, provide meaningful feedback, and ensure fair compensation. Additionally, prioritize life-work balance and offer flexibility in schedules. Emphasize the long-term career growth prospects within the organization and provide avenues for personal development. Recognize and celebrate achievements to cultivate a positive workplace culture.

Define a common purpose for the team. Make sure it is broad enough to accommodate everyone. At the end of the day, everyone wants to be happy, however each team member might get to happiness through different avenues. Give people space to grow, succeed, and even fail. When they fail, be there for them so they can get back up, learn, try again. Give direction to the team by outlining the expected outcomes and potential avenues to get there, but never micromanage. Be fair and objective in evaluating people and reward performance. Trust your people and hope that their achievements will be great than of your own. Surround yourself with people smarter than yourself and encourage them to tell you where you might wrong. Keep egos in check.

Friendly atmosphere, honest feedback, continuous learning opportunities and importance of his contribution to the complete business cycle give a person. satisfaction, which will help us retain the employees