Leaders and managers work hard to retain employees. Employees watch how their organization’s leaders and managers work, and often make career decisions based on the hours the most senior people keep.
Employees pay attention to how often managers and senior leaders take time off and whether or not leaders attend meetings and respond to emails while they’re on vacation. Employees observe the late nights that leaders and managers put in and the emails sent at 11:00 pm and on the weekends. I’ve heard lots of employees say, “If I need to work like my boss works to get ahead in this organization, I’m not interested.”
Managers, one of the keys to retaining employees is to communicate expectations. If you’re available while you’re on vacation, but don’t expect employees to do the same, set that expectation. If you send an email outside of regular business hours but don’t expect employees to respond until the next business day, tell them so. They don’t know. Many employees assume that if you email them at night, you expect a reply.
Microsoft has made these situations easy to avoid, with the ability to program emails to go out during regular business hours. And some people state in their email signatures, “I work outside of regular business hours, but don’t expect you to.”
Instead of allowing employees to make assumptions about what managers do and don’t expect, set clear expectations. Be overt and clear. When you hire employees, tell them, “I work most evenings and weekends, but don’t expect you to do so. And I work these hours because I enjoy it, not because I have to. If I email you outside of regular business hours, I am not expecting you to reply.” Retaining good employees begins during the interview process when initial expectations are set.
Managers, if you expect employees to check and respond to emails outside of regular business hours and to be available while on vacation, tell candidates during the interview process.
Employees, if your manager emails you outside of regular business hours and doesn’t tell you whether or not she expects you to reply, ask. Simply say, “I often receive emails outside of regular business hours. How will I know when you need me to reply?” Likewise, if you notice your manager emails you on vacation, you can say, “I typically hear from you when you’re on vacation. Are you expecting me to check in while I’m off?”
The need to ask questions and set expectations goes both ways. Don’t wait to be told. Ask.
Managers and employees, ask these Candor Questions about working style preferences to aid in retaining employees:
How do you feel about being contacted outside of regular business hours?
If I need to reach you over a weekend or in the evening, what method is best?
Would you prefer I text you so you don’t have to check your email outside of business hours?
What time is too early and too late to call, text, and/or email?
Ask more. Assume less and make retaining employees easier.
The phrase Quiet Quitting is everywhere since appearing in a Tik-Tok video earlier in the year. Essentially quiet quitting is doing your job – just what is asked – not more and not less. Quiet quitters do good work during work hours, not on weekends and not at night. Quiet quitters don’t volunteer to do work outside the scope of their job, that they’re not paid to do.
Is there anything wrong with doing your assigned job and not more? No. Should you do it? If you want to. Should you use the phrase “quiet quit” at work or even with friends? No.
The definition of quiet quit is widely debated. Does it mean doing you minimal best, clocking it in, coasting, slacking, doing things other than work during work hours? It’s confusing and controversial.
The definition of the word quit is to leave, typically permanently. As a business owner who hires and works hard to retain team members, I don’t want my employees thinking of themselves as quiet quitters. It feels like a mentality – one foot out the door. And while the phrase quiet quit may not mean uncommitted, it has that connotation, so why use it?
If anything has become clear in the last almost-three years, it’s that many people want a different life. Many of us discovered that we enjoy being home, don’t want to commute long distances, travel for work, or miss family and social events because our jobs require it. So, let’s talk about that at work.
Employees – find the words to tell your boss what you need rather than labeling yourself with a controversial and confusing descriptor. Managers, find a way to talk with employees about what they need to be satisfied and stay in a job.
Employees and managers are often uncomfortable talking about the things that matter personally. Employees are often afraid to say what they need, for fear of being sidelined or fired. Managers are often afraid to raise the subject of what employees really need for fear of not being able to meet those needs. So, employees quiet quit and managers quietly hope for the best.
How about doing this instead – managers and employees meet individually, virtually, or in-person, every few weeks. Make a work-life check in a regular part of the conversation. Put the topic on the agenda to normalize the discussion and make talking about how work impacts personal an expected part of the conversation. Then start the discussion with something like, “I want us to be able to talk about how work fits in and supports your desired personal life. I want this job to support the vision you have for your life. I may not always be able to give you want, but I certainly can’t if I don’t know what those needs are.”
The world has changed, we have changed, and our needs have changed. We need to be able to talk about those changes without hesitation, worry, and fear. Instead of quiet quitting, schedule a conversation and open the discussion with something like, “I really enjoy my work here. There are a few things I’m realizing I need. Can we talk about it?”
Organizations are working hard to retain employees. Employees are watching how their organization’s leaders and managers work, and often make career decisions based on the hours the most senior people keep. Not a recipe for retaining employees.
Many employees pay particular attention to how often managers and senior leaders take time off and whether or not leaders attend meetings and respond to emails while they’re ‘off.’ Employees observe the late nights that leaders and managers put in and the emails sent at 11:00 pm and on the weekends. I’ve heard lots of employees say, “If I need to work like my boss works to get ahead in this organization, I’m not interested.”
Managers, one of the keys to retaining employees is to communicate expectations. If you’re available while you’re on vacation, but don’t expect employees to do the same, set that expectation. If you send an email outside of regular business hours but don’t expect employees to respond until the next business day, tell them so. They don’t know. Many employees assume that if you email them at night, you expect a reply.
Instead of allowing employees to make assumptions about what managers do and don’t expect, set clear expectations. Be overt and clear. Tell employees, “I work most evenings and weekends, but don’t expect you to do so. And I work these hours because I enjoy it, not because I have to. If I email you outside of regular business hours, I am not expecting you to reply.” Retaining good employees begins during the interview process when initial expectations are set.
Managers, if you expect employees to check and respond to emails outside of regular business hours and to be available while on vacation, tell candidates during the interview process. If working long hours is a criteria for promotion, set that expectation. It’s completely fine to expect long hours and for employees to be accessible outside of regular business hours. There is nothing wrong with either expectation. There is only a problem if employees don’t know that’s the expectation.
Employees, if your manager emails you outside of regular business hours and she doesn’t tell you whether or not she expects you to reply, ask. Simply say, “I often receive emails outside of regular business hours. How will I know when you need me to reply?” Likewise, if you notice your manager emails you on vacation, you can say, “I typically hear from you when you’re on vacation. Are you expecting me to check in while I’m off?”
The need to ask questions and set expectations goes both ways. Don’t wait to be told. Ask.
Managers and employees, ask these Candor Questions about working style preferences to aid in retaining employees:
How do you feel about being contacted outside of regular business hours?
If I need to reach you over a weekend or in the evening, what method is best?
Would you prefer I text you so you don’t have to check your email outside of business hours?
What time is too early and too late to call, text, and/or email?
Ask more. Assume less and make retaining employees easier.
Lots of organizations do exit interviews after employees give notice. Exit interviews can be a source of helpful information. Employees have little to lose after they’ve quit, so they’re likely to speak candidly about their work experience. But asking for feedback after an employee has quit is a little (a lot) too late. The time to ask about an employee’s working experience is every 90 days, if not more frequently.
Employees quit. It’s a natural part of doing business. And some turnover is healthy and helpful. Surprises, however, are not helpful and are unnecessary. Turnover should rarely, if ever, be a surprise. The writing is always on the wall, if you ask the right questions and make it easy to speak freely.
Most employees are concerned about giving feedback when their input is negative. Employees at almost every company cite “a list,” and those who speak up, end up on it, and then mysteriously leave the organization. Mind you, no one has ever seen the list, but employees at all types of organizations are certain it exists.
If you want to reduce the turnover in your organization and increase employee engagement and satisfaction, ask for feedback regularly, and make it easy to speak candidly.
Five ways to get your employees talking before they quit:
Ask for feedback at the end of every meeting. Simply ask, “What are you enjoying about your job? What are you not enjoying?” Or ask, “What makes your job easier? What makes your job harder?”
Manage your responses to feedback. The easier it is to tell you the truth, the more truth you’ll get. Employees are afraid of their manager’s reactions. Resist the urge to become defensive (which is very difficult to do). Saying, “I’m sorry that was your experience. Thank you for telling me,” goes a long way. Employees will breathe a sigh of relief and are more likely to speak candidly in the future.
Replace one satisfaction survey with roundtable discussions during which a leader or manager asks a small group of employees for feedback. Live conversations build trust and loyalty. Written surveys do not.
Help employees who aren’t a good fit, exit the organization. Don’t wait for poor performers or employees who aren’t a good culture fit to leave. Help misplaced employees find a better match. The right employees raise performance and morale, the wrong employees destroy both.
Don’t be afraid to ask for feedback. Just because you asked for feedback, doesn’t mean you have to act on that information. Employees don’t typically expect all of their requests to be met. It’s often enough just to be able to speak and be heard.
Keep doing exit interviews, and add quarterly or monthly requests for feedback. Talk with people over the phone or in person. Ask one or two simple questions to get the other person talking. Manage your face. Smile. Say “thank you” for the feedback. And watch your employee engagement and satisfaction rise.
Organizations are working hard at retaining employees. Employees are watching how their organization’s leaders and managers work, and often make career decisions based on the hours the most senior people keep. Not a recipe for retaining employees.
Many employees pay particular attention to how often managers and senior leaders take vacations and whether or not leaders attend meetings and respond to emails while they’re ‘off.’ Employees observe the late nights leaders and managers put in and the emails sent at 11:00 pm and on the weekends. I’ve heard lots of employees say, “If I need to work like my boss works to get ahead in this organization, I’m not interested.”
Managers, the key to retaining employees is to communicate expectations. If you’re available while you’re on vacation, but don’t expect your employees to do the same, set that expectation. If you send an email outside of regular business hours but don’t expect employees to respond until the next business day, tell them so. They don’t know. Many employees assume that if you email them at night, you expect a reply.
Instead of allowing employees to make assumptions about what managers do and don’t expect, set clear expectations. Be overt and clear. Tell employees, “I work most evenings and weekends, but don’t expect you to do so. And I work these hours because I enjoy it, not because I have to. If I email you outside of regular business hours, I am not expecting you to reply.” Retaining good employees begins during the interview process, when initial expectations are first set.
Managers, if you expect employees to check and respond to emails outside of regular business hours and to be available while on vacation, tell them. If working long hours is a criteria for promotion, set that expectation preferably during the interview process. It’s completely fine to expect long hours and for employees to be accessible outside of regular business hours. There is nothing wrong with either expectation. There is only a problem if employees don’t know that’s the expectation.
Employees, if your manager emails you outside of regular business hours and she doesn’t tell you whether or not she expects you to reply, ask. Simply say, “I often receive emails outside of regular business hours. How will I know when you need me to reply?” Likewise, if you notice your manager emails you on vacation, you can say, “I typically hear from you when you’re on vacation. Are you expecting me to check in while I’m off?”
The need to ask questions and set expectations goes both ways. Don’t wait to be told. Ask.
Managers and employees, ask these Candor Questions about working style preferences to aid in retaining employees:
How do you feel about being contacted outside of regular business hours?
If I need to reach you over a weekend or in the evening, what method is best?
Would you prefer I text you so you don’t have to check your email outside of business hours?
What time is too early and too late to call, text, and/or email?
Ask more. Assume less and make retaining employees easier.
Lots of organizations do exit interviews after employees give notice. Exit interviews can be a source of helpful information. Employees have little to lose after they’ve quit, so they’re likely to speak candidly about their work experience. But asking for feedback after an employee has quit is a little (a lot) too late. The time to ask about an employee’s working experience is every 90 days, if not more frequently.
Employees quit. It’s a natural part of doing business. And some turnover is healthy and helpful. Surprises, however, are not helpful and are unnecessary. Turnover should rarely, if ever, be a surprise. The writing is always on the wall, if you ask the right questions and make it easy to speak freely.
Most employees are concerned about giving feedback when their input is negative. Employees at almost every company cite “a list,” and those who speak up, end up on it, and then mysteriously leave the organization. Mind you, no one has ever seen the list, but employees at all types of organizations are certain it exists.
If you want to reduce the turnover in your organization and increase employee engagement and satisfaction, ask for feedback regularly, and make it easy to speak candidly.
Five ways to get your employees talking before they quit:
Ask for feedback at the end of every meeting. Simply ask, “What are you enjoying about your job? What are you not enjoying?”
Or ask, “What makes your job easier? What makes your job harder?”
Manage your responses to feedback. The easier it is to tell you the truth, the more truth you’ll get. Employees are afraid of their manager’s reactions. Resist the urge to become defensive (which is very difficult to do). Saying, “I’m sorry that was your experience. Thank you for telling me,” goes a long way. Employees will breathe a sigh of relief and are more likely to speak candidly in the future.
Replace one satisfaction survey with roundtable discussions during which a leader or manager asks a small group of employees for feedback. Live conversations build trust and loyalty. Written surveys do not.
Help employees who aren’t a good fit, exit the organization. Don’t wait for poor performers or employees who aren’t a good culture fit to leave. Help misplaced employees find a better match. The right employees raise performance and morale, the wrong employees destroy both.
Don’t be afraid to ask for feedback. Just because you asked for feedback, doesn’t mean you have to act on that information. Employees don’t typically expect all of their requests to be met. It’s often enough just to be able to speak and be heard.
Keep doing exit interviews, and add quarterly or monthly requests for feedback. Talk with people over the phone or in person. Ask one or two simple questions to get the other person talking. Manage your face. Smile. Say “thank you” for the feedback. And watch your employee engagement and satisfaction rise.
What to say about September 11th, this year, didn’t come to me until I was standing in front of a client’s leaders, talking with them about retaining employees and what they could do to become an even better place to work.
Their office isn’t too far from Shankesville, PA, where flight 93 crashed on September 11th, so they seemed like the right group with whom to share my story. Then I decided that perhaps I should share it with you too.
I bought my first house in Denver in 1999 and went on vacation shortly after closing on the house. Right before I left, my manager told me he had too many direct reports and was putting a layer between us. I’d have a new boss when I came back from my vacation.
Two weeks later, I returned to my new manager and found her to be defensive, paranoid, and irrational – in short, impossible to work with. I did everything I knew to work well with her, calling on our HR department and the EAP counseling available to me, for help. Despite that I led communication skills training for the company and taught conflict resolution, I couldn’t work with her, and let my old boss know I’d be leaving.
I suspect he already knew my new boss wasn’t going to work out (I wasn’t the only person struggling to work with her), and offered me a position in our New York office. He told me that if after 90-days I wanted to return to Denver, I could. Ninety-days in New York with all my expenses paid or unemployment with no plan? The choice was clear. I went to New York and moved into my office in Tower Two of the World Trade Center, where I worked on September 11th.
I’m not proud of uprooting my whole life for a manager I couldn’t work with, and it’s not something I recommend others do. But it does demonstrate the difference one person can make. I never actually lived in that first house I bought. I accepted a permanent job in New York, but wasn’t ready to let go of my life in Denver. So I struggled with the decision of whether to stay in New York or return to Denver, for three years.
It’s normal to question our purpose and wonder if we make a difference. If you ask these questions, consider all the people you work with on a daily basis and how you impact their daily lives. We spend a huge portion of our existence at work, and how we interact with coworkers, customers, direct reports, and vendors impacts their happiness, or lack thereof, in a big way.
Don’t underestimate the difference you make when you smile at someone in the hallway at work, or don’t. When you thank someone for making your job easier, or don’t. When you take the time to teach someone a quicker way to do something, saving him countless of hours, or don’t. Regardless of your title and position in your organization, you impact the people around you in a huge way, every day.
During last week’s training in Pennsylvania, I talked about the four things essential to retaining employees.
Retaining employees –the four things employees need to be satisfied and engaged at work:
I trust the leaders who run this organization.
My opinion means something. I am listened to.
I feel respected (by my manager). We have a good working relationship.
My work is challenging and interesting. My career is going somewhere here.
If you’re a manager working on retaining employees, spend time with your employees. Ask questions about their career goals. Take the time to coach and give feedback. If you’re a senior leader committed to retaining employees, be visible. Walk around your office(s), addressing employees by name, and asking about their daily work. And if you’re not in a position of leadership, be easy to work with by keeping your commitments, being a short cut and providing information when you can, and offering to help employees who are overwhelmed. Retaining employees is not just a manager’s job. Every person we work with impacts our daily lives more than we know.
Organizations are working hard at retaining employees. Employees are watching how their organization’s leaders and managers work, and often make career decisions based on the hours the most senior people keep. Not a recipe for retaining employees.
Many employees pay particular attention to how often managers and senior leaders take vacations and whether or not leaders attend meetings and respond to emails while they’re ‘off.’ Employees observe the late nights leaders and managers put in and the emails sent at 11:00 pm and on the weekends. I’ve heard lots of employees say, “If I need to work like my boss works to get ahead in this organization, I’m not interested.”
Managers, the key to retaining employees is to communicate expectations. If you’re available while you’re on vacation, but don’t expect your employees to do the same, set that expectation. If you send an email outside of regular business hours but don’t expect employees to respond until the next business day, tell them so. They don’t know. Many employees assume that if you email them at night, you expect a reply.
Instead of allowing employees to make assumptions about what managers do and don’t expect, set clear expectations. Be overt and clear. Tell employees, “I work most evenings and weekends, but don’t expect you to do so. And I work these hours because I enjoy it, not because I have to. If I email you outside of regular business hours, I am not expecting you to reply.” Retaining good employees begins during the interview process, when initial expectations are first set.
Managers, if you expect employees to check and respond to emails outside of regular business hours and to be available while on vacation, tell them. If working long hours is a criteria for promotion, set that expectation preferably during the interview process. It’s completely fine to expect long hours and for employees to be accessible outside of regular business hours. There is nothing wrong with either expectation. There is only a problem if employees don’t know that’s the expectation.
Employees, if your manager emails you outside of regular business hours and she doesn’t tell you whether or not she expects you to reply, ask. Simply say, “I often receive emails outside of regular business hours. How will I know when you need me to reply?” Likewise, if you notice your manager emails you on vacation, you can say, “I typically hear from you when you’re on vacation. Are you expecting me to check in while I’m off?”
The need to ask questions and set expectations goes both ways. Don’t wait to be told. Ask.
Managers and employees, ask these Candor Questions about working style preferences to aid in retaining employees:
How do you feel about being contacted outside of regular business hours?
If I need to reach you over a weekend or in the evening, what method is best?
Would you prefer I text you so you don’t have to check your email outside of business hours?
What time is too early and too late to call, text, and/or email?
Ask more. Assume less and make retaining employees easier.
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