Why People Stay; Episode Five

People want to know what they do matters.

Imagine you are part of a team. Each day you give one hundred percent. You embrace every day as a new opportunity to do the next right thing. You finish a project, exceed the target, complete the report. Nothing is said. In fact, you notice a trend where what you do is consistently not recognized. You feel unappreciated and unheard. The only time you do hear something is what you’ve done wrong and what you can do better or more of. How do you respond?

a.      You let it slide, because it’s not really a big deal.

b.      You begin considering how you do your job, because people are supposed to notice.

c.      You start reducing your effort and enthusiasm, because no one seems to care.

d.      You start looking for another job, because maybe this isn’t the right place.

e.      All the above.

The Great Resignation did not just happen in a vacuum. It wasn’t an isolated effect. COVID wasn’t the only stimulant or influence. It was many things all happening at once. The least of which may have been a general malaise about how we see our job, that became amplified into how we define our purpose. As leaders, I think it is an extraordinary time for all of us to evaluate how others seek value and recognition while we figure out seeking, hiring and retaining talent in our organizations.

Looking at the scenario above, I believe our teams are assessing their employee experience. What may have been seen as status quo is now becoming a top of mind consideration…does my employment with this organization provide me with what I need? Am I appreciated for my energy, effort and output?

Branham’s fifth reason is feeling devalued and unrecognized.

One of my earlier points centered on a question to leaders about the nature of their feedback and coaching. When our team members hear from us, is the focus of our interaction on what they are doing wrong or what they are doing right? What is our balance of negative to positive? If I am only hearing negative, or even nothing at all, this reality will influence whether or not I want to stick around.

We all want to feel valued and recognized.

While compensation does play a part in this opportunity, it’s not the only thing. Things like how leaders speak about value, recognition, and appreciation become important. Especially the acknowledgement, affirmation, and praise that allow our teams to know what they do matters. This speaks to organizational culture, and is lived out in each leader’s micro-culture. Is there a culture of recognition? Are we sincerely acknowledging team member contribution on a frequent basis? Are we providing ongoing personal and professional development? Do we show we care about them?

I contend the first and best place to start is getting to know our team members. Finding out what makes up their goals and aspirations in the job, and as a person. Best ways to communicate with them. How to coach them. What motivates them. What inspires them and what frustrates them.

Think about it. When was the last time we got to know our team members to best understand what they need and how they need it? Next, what are the tools and resources we have in place to invest in their growth and success? What methods are being used to celebrate, give thanks, and show an appreciation for their being part of the organization.

A simple something that we do in our company is centered around our core values. When we see examples of our core values being lived out, we note the value, the date it occurred and the behaviors associated on a card. The card goes in a fish bowl. Each month we draw for prizes. Does this make every thing better. Maybe not. It is something…small and behaviorally based.

Look at the range of things you can do to show appreciation. From compensation and benefits, to training and education, to celebrating and praising performance. Look at the ways you engage in getting to know your team and the offering the encouragement in the value each team member provides the company, business, customers and the communities they serve. Daily affirmation, weekly one-on-ones, and timely performance reviews. Each an opportunity to provide recognition for what they do and how they do it. Letting someone know they are valued is priceless and could be another reason they stick around.

Sometimes, all someone needs to hear is, “Thank you, I appreciate you.”