Otis Was Right

Welcome back. We hope your weekend was a good one. Ours, on the other hand, was especially difficult given our passion -- idiotic and unrequited as it might be -- for the San Francisco Giants, the California Golden Bears and the San Francisco 49ers. If you're a sports fan (like these guys from Chicago), you know of what we speak.

Which of course makes me wonder aloud why most of us are locked into being fans of certain teams. We know for fact that our hearts are going to be ripped painfully from our body on an annual basis, if not more regularly. Why can't we become fans of teams we know will have a higher probability of winning? Are we somehow unable to control or change allegiances due to an obscure genetic flaw? Or, perhaps, is there something else in play here? Something that transcends inflexibility and genetics? Are we, gasp, fools?

No need to answer. The pain screams, "Yes, of course! You're an idiot!"

Speaking of something we can control, let's return to the topic we broached a couple of weeks ago: Our prediction that many top performers will consider leaving their current jobs for other companies as the economy begins to improve. And, critically, what to do to help prevent this impending exodus.

Let's make a few assumptions:

1. You're an enlighted leader -- even if you only lead a few people.

2. You're interested in keeping your top performers in your organization rather than having them defect to a competitor.

3. You've got credibility.

4. You have no line item in your budget for "retaining top performers".

If any of these are not true, please get in touch immediately. We've got work to do.

For the remainder of you, the following steps should be effective in lowering the number of people who will elect to leave you for greener pastures as the economy improves. Please note that none of these ideas cost a penny and all can be implemented immediately. That said, don't hesitate to get in touch if we can be of any help.

• Speak the absolute truth about the state of your company. You're being judged daily on your ability to step up to the plate (oh, the pain of watching the Giants try to hit!) and provide honest information. For most, honesty = respect. And if you think you can withhold the truth, think again. Your company -- regardless of its size or geographic reach -- is a fish bowl. Everybody sees everything. So, be honest, even if the truth hurts.

• Show concern for the issues most are facing. Not since the Great Depression have things been this challenging economically. Everyone knows someone who has lost a job, lost a home, struggled to pay for the basics, and/or is scared about the future. Times are not good and to overlook this will suggest to many that you are insensitive, egocentric or simply daft. (Trust me, none of those are good attributes.) Ask regularly how things are at home. Check in with your people often to see if there is anything you or the company can do to help make things a bit less stressful. Make sure your people know you care. It's an intangible, but caring goes a very long way when people consider leaving a job for another.

• Define what 'top performance' looks like. When times get tough, insecurities emerge in many -- even among top performers. So, anticipating this and to counteract the potential debilitating effects of insecurity at work, discuss with your people what you expect of them and, in particular, how you define outstanding performance. Don't assume they know; take the time to ensure that they know how to move downfield and take the ball across the goal line. (Ugh, just when I was forgetting about the 49er game.) When times are uncertain, people become uncertain and a discussion of this type will help create the solid foundation many need during these times. It may also help improve the performance of your team. If you haven't had this conversation in the last 2 months, do it this week.

• Encourage people to leave work at a decent hour. Of the 4 main attributes of success -- ability, effort, task difficulty and luck -- only effort can we control. Thus, when times are hard and layoffs abound, many elect to increase their effort to improve their ability to perform and, even more importantly, to demonstrate their dedication to the job and the company. Alas, that discretionary effort rarely generates increased productivity. Indeed, in a comprehensive study we conducted at a telecommunications company some years ago, the only significant gain produced by a longer work day was...any guesses?... the number of pounds of coffee consumed in their cafeteria. And while any leader's heart will be warmed by the vision of the team working long hours, we strongly suggest that you encourage your people to leave work at a reasonable time and enjoy the rest of their day elsewhere. Your concern for that balanced work life we hear so much about will go a long way to instilling in your people the belief that your first priority is their well-being. (More on the benefits of a shorter work day/week next time.)

• Discuss career goals with everyone -- especially top performers. This is an ideal time to meet with every member of your team (that was not a sports analogy) to consider their career aspirations. Regardless of when HR tells you it's time to have this conversation, consider holding individual meetings now. One of the top reasons people leave companies is their dissatisfaction with their manager. Another top reason is the belief that career goals can be better met elsewhere. For this reason, talk with all of your people about their career goals and how you can help achieve them. If you haven't already done so, work with your people to develop a career plan. Becoming a partner in helping them achieve their career aspirations should undermine the interest many may have in looking for work elsewhere.

These may sound "soft" to some of you. Regardless, they are effective actions to help lower your turnover in the months ahead. And none cost a penny. Spend the time now to avoid the high cost later of losing your top people.

Our word isn't enough? Need some external validation? Consider the advice of Otis Redding. The dude could sing and he knew how to keep people around. (A bit of trivia: This is the song Crash tries to teach Nuke on the bus in Bull Durham.) (Sorry. That's my last reference to sports. Ever. Or until next weekend.)

Check it out and see you next week.