Retail Observer

RETAILOBSERVER.COM JULY 2024 24 W hy do people leave their jobs? Even if they are well paid and have good benefits, many will wave goodbye as they walk out the door, never to return. They don't leave because they want more money or better benefits. They don't leave because they don't like their jobs or their coworkers. They leave because their managers and supervisors aren't coaching, nurturing, recognizing, and motivating them. Fifty percent of responders in a Gallup Employee Engagement Survey of employees in the U.S. said that at some point in their careers they'd left to get away from their managers. Only 30 percent said they were engaged at work – that translates to 70 percent who are not engaged. Wow! This tells me that the old adage, "People don't leave companies, they leave managers," is spot-on. What do these figures mean for you as a manager or supervisor? They mean it's up to you to make sure your employees feel loved, valued, and appreciated. That may sound like a tall order, but if you want your employees to enjoy their work, become more productive, and stay with you, it's critical to take a hard look at how you treat them. In a nutshell, you must become a coach. You must train your team to perform at the highest possible level. And you must give them the tools to do so. You must recognize their valued contributions every day. If you can do that, you'll have a winning team and employees who wouldn't dream of leaving. In the process, you'll save your company thousands (if not tens of thousands) of dollars that it would take to hire and train new employees. It's a win for you, your company, and your employees. It's important to make yourself available and set clear expectations, so your employees know exactly what you expect of them. Set concrete goals and deadlines, and then meet with employees regularly to have an open, honest conversation about them and their performance. Ask them to share any roadblocks that are preventing them from performing at their highest levels – and then ask what solutions they would recommend. When you do this, you're letting your employees know you respect and value them. It's also critical to train your employees. Consistent training and professional development will help them refine their skills and build the self-esteem and confidence to exceed your expectations. The most crucial and effective step you can take is to recognize your employees' accomplishments. Most managers think money is a motivator – but they're wrong. Money is important, but it won't improve performance. Praise and recognition, which cost nothing, are your most important tools for motivating your employees. In order for the recognition to be effective, it must be timely, sincere, and specific. Timeliness is critical. Don't wait a week or a month to recognize an employee for a job well done. As time goes by, the employee will grow resentful, and your words, when they finally arrive, will mean little or nothing. Sincerity is important, because employees can easily spot empty words. Make the recognition heartfelt – and be specific. If you merely say, "Paul, you did a great job last week," it's meaningless. Tell him exactly what he did that impressed you. Recognition is even more powerful when it's public. Do it at an employee meeting, or an impromptu gathering around the employee's desk. Alternatives include sending everyone in the department an email or sending the employee a handwritten note saying he or she is a tremendous asset to the company – and why. I can guarantee that the employee will keep that note for years. Of course, there are times when you'll have to cut your losses and let non-performing employees go. Let's face it, not everyone is coachable. Some employees simply are not willing to put forth the effort it takes to better their performance. When you cut them from the team, you'll have more time to focus on those employees who'll help you drive your business. John Tschohl Customer Service John Tschohl is the founder and president of Service Quality Institute, a global leader in customer service. He is considered one of the world's foremost authorities on all aspects of customer service, and is the author of several books including Moving Up: A Step-by-Step Guide to Creating Your Success. His monthly strategic newsletter is available online at no cost at www.customer-service.com. COACHING FOR SUCCESS Develop, motivate, and retain your employees RO

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