1. business and industrial

People Don't Leave Jobs-They Leave Bosses
People Don’t Leave Jobs -- They Leave Bosses!
What are some of the issues behind today’s topic?
• Loss of talent due to economy and need to downsize
• Low employee morale, and impact on others
• Staff shortages as boomers retire
• Turnover - people will change jobs average of 7x in working yrs
• Other generational differences between co-workers (more later)
For these reasons alone, retaining your best & brightest
is important - Employee recruitment & orientation is expensive!
SDAEYC/Head Start, 4.9.15
People Don’
Don’t Leave Jobs - They Leave Bosses!
So what can You Do to keep your best & brightest?
1. Be Congruent - lead by example
2. Understand what motivates You, Others
3. Be good at change
4. Situational Leadership - flex your style
5. Other “situational tools” for leaders
Now add to this mix:
Recent studies suggest that in many cases people don’t leave
a job - they leave a job they otherwise like because of - -
A Bad Boss or Supervisor!
Let’s get focused on You, and your needs as a leader …
Presented by:
Kim Ratz - Speaker, Trainer, Troubadour
More questions for reflection:
• Are you credible? (i.e., competent, effective, ethical,
professional, respectful, trustworthy?)
• What kind of leader are you?
- What kind of leader are you trying to be?
- What kind of leader do others see you to be?
- What kind of leader do you Need to be?
• As a leader --
• Are you accessible? Can people even get to you?
• Are you approachable? Even if they can access you, do they
feel they can talk to you, even about tough stuff? Are you a good
listener?
• Can you encourage, inspire, motivate others?
- What are your strenths/unique assets?
- What are your accomplishments?
• Do you provide opportunity for continuous improvement
re: communication & relationship skills, including conflict resolution?
- What are your challenges?
• Do you share clear, consistent expectations/feedback?
• Be Congruent
You are a “Director of First Impressions”
Impressions”
I help people create more HARMONY in their
own life, and in their relationships with others.
Attitudes
(Spirit)
+ Aptitudes
+ (Mind)
+ Actions (choices - word & deed) + (Body)
= Alignment / Congruence / Harmony
Congruent choices = Content
Incongruent choices can = Regret
Kim Ratz, www.kimratz.com,
kimratz@aol.com
“If a man is called to be a streetsweeper, he should sweep streets even as
Michaelangelo painted, or Beethoven
composed music, or Shakespeare wrote
poetry. He should sweep streets so well
that all the hosts of heaven and earth
shall pause and say: here lived a
streetsweeper who did his job well.”
(Dr. Martin Luther King, Jr.)
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People Don't Leave Jobs-They Leave Bosses
What are Your “WIIFMs”?
Achievement
(What motivates you?)
Advancement
Belonging
Self
Actualization
Challenge
Excellence
Esteem
Love/Belonging
Power
WIIFM
(What’s In It For Me?)
Safety
SDAEYC/Head Start, 4.9.15
The next time you stumble, fall, or have your doubts -Reframe & Manage your Own Morale!
• Have a “Mind meeting” (honest conversation w/yourself):
1. What deeper purpose called you to your work?
2. What WIIFMs are you getting now?
3. What are the tradeoffs compared to the alternative(s)?
Recognition
Responsibility
• Manage your “Self-Talk” …
Physiological
How is this mindset serving me well?
Maslow’s Heirarchy of needs
What’s the worst that could happen if I: ___?
Autonomy, Mastery, Purpose
What am I waiting for?
(YouTube: Dan Pink, “Drive”)
“If you think you can or can’t do it - you’re right.” - H. Ford
How can your workplace achieve more:
Understand what motivates people
YOUR
Rankings
Supervisor
Rankings
Employee
Rankings
• Feeling of being in on things
____
• Good working conditions
____
• Job security
____
• Tactful discipline
____
• High wages
____
• Help on personal problems
____
• Full appreciation of work done ____
• Personal loyalty of supervisor ____
• Promotion in the company
____
• Interesting work
____
____
____
____
____
____
____
____
____
____
____
____
____
____
____
____
____
____
____
____
____
What do people want from their job?
Be Good at Change
Change can trigger perfect stress” -the kind that helps you
SE
RI
Autonomy?
Mastery?
Purpose?
(YouTube: Dan Pink, “Drive”)
Leading in times of change …
What changes have you dealt with recently?
to the test!
Then there are the three types of changes that cause
the most debilitating kind of stress & challenge:
1. Death or divorce in the family
2. Move to a new community
3. Move into a new job
What changes are you dealing with now?
What changes do you anticipate?
Life is what happens when you’re making other plans …
Kim Ratz, www.kimratz.com,
kimratz@aol.com
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People Don't Leave Jobs-They Leave Bosses
Reframing & “Change” …
Change - external event or situation
Transition - your response to change
The Transition process:
NEUTRAL
ZONE
END
(Denial)
BEGINNING
(Exploration)
(Commitment)
The neutral zone is home to:
“Fear of failure, rejection, unknown & success”
SDAEYC/Head Start, 4.9.15
When change hits a team, transitions can vary from
person to person, based on a relative sense of
“Loss” or “Gain” re:
• Certainty
• Purpose
Re: Transitions, good teams:
• Be objective
• Goals
• Team discussions
• Routine
• Relationships
• Power
• Self-esteem
Vision
+ Skills
+ Action Plan + Resources
+ Skills + Incentives
= CONFUSION
+ Resources
+ Skills + Incentives
= TREADMILL
+ Skills + Incentives
= FRUSTRATION
Vision
Vision
+ Action Plan
Vision
+ Action Plan + Resources
Vision
+ Action Plan + Resources
+ Incentives
= CHANGE
+ Action Plan + Resources
+ Incentives
• Support each other
• Celebrate success
• Adjust as needed
“It’s not so much what happens, but more what you do.”
Elements needed to manage complex change ...
• Make new plans
• Keep people in loop
How can you improve “anti-fragility” for:
• Yourself
• Your EC Program
• Your Community:
= ANXIETY
= RESISTANCE
+ Skills
adapted from Knoster, T. (1991)
Situational Leadership (Supervision):
Support
Share ideas and
facilitate in
making decisions
Sell
Explain your decisions;
provide opportunity
for clarification
Delegate
Tell
Turn over responsibility
for decisions and
implementation
Provide specific instructions
and closely supervise
performance
Situational Leadership
• Anyone can be a leader,
depending on the situation.
(note: “Leadership” doesn’t
always mean “Supervision” …)
Support
Coach
Share ideas &
facilitate decision
making
Explain your
decisions & provide
opportunity to clarify
Delegate
Direct
Turn over responsibility
for decisions &
implementation
Provide specific
instructions & closely
supervise performance
• Each leader has a “primary leadership style,” and a
“range of styles” from among the above 4 styles.
• One size does NOT fit all! Effective leaders “Flex their
style” as needed for each employee & their unique
need(s); each situation & the unique circumstances …
Kim Ratz, www.kimratz.com,
kimratz@aol.com
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People Don't Leave Jobs-They Leave Bosses
SDAEYC/Head Start, 4.9.15
Situational Leadership
Directing Style
Employee needs Direction, Instruction, and
Support. Show Examples, Demonstrate how
to do the task.
“Here is exactly what you need to do.”
“Let me show you exactly what to do.”
“Now tell me your understanding of this
task.”
Situational Leadership
Support
Coach
Share ideas &
facilitate decision
making
Explain your
decisions & provide
opportunity to clarify
Delegate
Direct
Turn over responsibility
for decisions &
implementation
Provide specific
instructions & closely
supervise performance
Coaching Style
Employee still needs some Instruction & Support.
Your job is to help Improve, Support & fine-Tune their abilities.
Discuss Outcomes. Allow them to demonstrate their Abilities.
Be ready to Modify or correct their plan.
Formin, Storming, Norming, Performing
“I want you to _______. What questions do you have?”
“You try it and we’ll modify it from there.”
Examples of GROUP NORMS:
It could be a behavior you want to encourage or discourage …
• We will occasionally disagree & “agree to disagree.”
• We won’t interrupt someone who is speaking.
• We will not gossip about people at work.
It could be a policy you want everyone to follow …
• We will return all voice & e-mail inquiries w/in 24 hrs.
• If we say 8:30, we mean 8:30, not 8:47.
• Walkie-talkie communications will be professional.
It could be a philosophy you want to focus on …
• Each member is an equal member of the team.
• We will strive for continuous improvement.
• We will convey to parents that we care and want to help.
5 Steps to create your Group Norms:
Discuss & select 3 Norms to help your group.
Everyone must agree to hold self & each other accountable.
Write out & post your Norms for visibility at each meeting.
Agree on, Practice, & use code word (“Norm,” “Plop,” not ouch)
Evaluate progress, celebrate success, revise as able …
Leader
makes
decision
and
announces
it.
2
Leader
“sells”
decision.
Coach
Share ideas &
facilitate decision
making
Explain your
decisions & provide
opportunity to clarify
Delegate
Direct
Turn over responsibility
for decisions &
implementation
Provide specific
instructions & closely
supervise performance
Employee needs little or no Instruction or support.
Your job is to give a clear Assignment and identify Expectation for Outcomes.
Then get out of the way and let this trusted employee do their job.
“I need you to _____. Let me know how it goes.”
“Good luck, and keep me posted on how it’s going and the results.”
Gallup Survey “Indicators”:
0 =“Don’t know/N.A”, 1=“Extremely dissatisfied,” 2=“Dissatisfied,” 3=“Okay,” 4=“Satisfied,” 5 =“Extremely Satisfied”)
I know what is expected of me at work.
0 1 2 3 4 5
I have the materials & equipment I need to do my work right.
0 1 2 3 4 5
At work, I have the opportunity to do what I do best every day.
0 1 2 3 4 5
Employers mission/purpose makes me feel my job is import.
0 1 2 3 4 5
This last year, I have had opportunities at work to learn & grow.
0 1 2 3 4 5
In last week I’ve received recognition/praise for doing good work. 0 1 2 3 4 5
My supervisor (or someone) seems to care about me as a person.
0 1 2 3 4 5
There is someone at work who encourages my development.
0 1 2 3 4 5
At work my opinions seem to count.
0 1 2 3 4 5
In last 6 mo. someone at work has talked to me re: my progress.
0 1 2 3 4 5
My fellow employees are committed to doing quality work.
0 1 2 3 4 5
• Base on Policies, Goals & Job
Description
3
4
5
6
7
Leader
presents
decision
and
invites
questions.
Leader
presents
tentative
decision,
subject
to change.
Leader
presents
problem,
gets suggestions,
makes
decision.
Leader
defines
limits,
asks
group
to make
decision.
Leader
permits
team to
function
within
defined
limits.
• Ask the employee:
- What are the most important
issues/opportunities right now?
- How well are you doing?
- What else needs to be done?
- How can I help you achieve
your goals?
• Be specific in your comments and
questions.
• Do this on an on-going basis,
so the annual evaluation is NOT
the only time you discuss these
things …
Kim Ratz, www.kimratz.com,
kimratz@aol.com
Support
“I know you can accomplish this task.”
“I recognize this is a challenging assignment -- that’s why I picked you.”
“Call me if you need assistance or have any questions.”
Setting Individuals Expectations:
DECISION MAKING CONTINUUM
1
Employee needs very little Instruction &
some Support. Your job is to show confidence
in the employee’s Abilities. Discuss Outcomes.
Ask Questions. Follow-up periodically.
Be available.
Delegating Style
“I want you to _______. How do you think you will accomplish this?”
1.
2.
3.
4.
5.
Supporting Style
Setting Team Expectations:
• How do you let your whole
team know the vision, mission
and goals, & other important
expectations?
• How do you find out what
other people think are the
vision, mission, goals, & other
important expectations?
• How do you reinforce these
expectations over time?
• How do you celebrate your
successes?
• How do you analyze &
evaluate for continuous
improvement?
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People Don't Leave Jobs-They Leave Bosses
• Be accessible & approachable
Supervisors top 10 LEAST effective words:
10. Don’t give me excuses - just get it done.
9. I’m the boss and don’t you ever forget it.
8. Either get with it or hit the road.
Supervisors top 10
7. I don’t care what you think.
MOST effective words:
6. We’ve always done it that way.
SDAEYC/Head Start, 4.9.15
5. You’re not paid to think.
1. Thank you.
4. Because I said so.
2. Well done.
3. I don’t know.
3. It’s company policy.
⇒ Open door policy
⇒ Office hours
⇒ Make the rounds
⇒ Post your schedule /activities
⇒ Relate well w/your EOP
4. I made a mistake.
2. That’s stupid.
5. Your idea is better than mine.
1. Never.
6. Let’s work together to do it.
7. What do you think we should do?
8. I trust & respect you as a person.
9. You know more about the job than I do.
Even when you are in the office & the door’s open:
Are you APPROACHABLE?!
10. How can I help you fulfill your needs?
“Toxic bosses” come in many forms -- bosses who:
• Divide employees, create mistrust
• Hurl insults or derogatory comments
• Take credit for others’ work
• Don’t give praise when earned
• Are in denial about problems
• Push problems onto others
• Make sexual advances
• Are Hypercritical
• Micromanage
• Are Inept
Personal Promise
What is “the one thing” that will help you be a
more congruent, engaging & empowering leader:
Problems associated with
“toxic bosses”:
• Overeating
• Smoking
• Excessive substance use
• Sleep loss
• High blood pressure
• Depression & Anxiety
Thanks for what you do - You DO make
a difference! Keep up the great work!
There’s a difference between being interested and being committed.
When you’re interested you do it only when it’s convenient.
When you’re committed you accept no excuses, only results.
Parking lot for other ideas today:
A couple of things to “note”:
Like the message?
1. Subscribe to my free e-newz and get 6 issues/year to inspire
hope, improve skills to cope, & induce a little fun in your day.
2. Feel free to share my name with others who may need a
speaker for their event …
3. CDs with today’s music, and Kim’s gift books to help dads
connect with their daughters and sons on special occasions
and available online at: www.kimratz.com/product.html
kimratz@aol.com | www.kimratz.com | 952.938.4472
Kim Ratz, www.kimratz.com,
kimratz@aol.com
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