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Contrary to popular belief, the workforce is no less career-focused today than they were 30 years ago. But if employees want lasting careers, why are they switching companies at a faster rate than ever? The problem is with the organization, not the individual. In this article, you'll learn 5 tips for creating a career path program that will keep your top performers at the top of their game for the long haul!
Training takes time. Promotion-level openings don't become available simply because someone is ready. Change is uncomfortable. These realities make it hard to move employees within your company, which forces them to start looking for work outside of your company. But what if you could substantially extend the shelf-life of your average employee even if you can't give them a promotion?
The problem of interminable employment (hiring someone for a role and keeping them there until promoted or they leave) is then more poignant but no more powerful than it has ever been. Instead, the effects are more sudden and, to an extent, even more visible.
Who are the high performers on your team? The individuals you can always count on to produce time and again. Who are the ones that are easy to manage, who understand what they need to do and get it done? It's time to fire them. Well, at least from their current position.
Internal policies, no matter how well-intentioned, can become crushing, especially for your top performers. Employees are less willing to put up with it than ever before, and as a result, are leaving their organizations in greater numbers than ever before.
We spend a lot of time talking about hiring right now, but the truth of the matter is that we are missing the point. While hiring is undoubtedly a challenge, it is predominantly a symptom of a much bigger problem that haunts large and small organizations alike - employee retention.
In this article, you won't find a heavily refined, highly processed protocol for compliance. Instead, you will find a very human process designed to help you and your people achieve more than ever before.
You got into coaching to be a coach. But if you find yourself spending more time coaxing prospects than you do coaching clients, it's not your fault. You have found yourself caught in what I call the Doom Loop. And every coach finds themselves here at some point, especially as we grow and succeed.
None of us are asking the right question. Our natural leadership style biases our thinking to one of these four questions: Why? What? How? and Who? It’s a classic case of, to a hammer, everything is a nail. But we all know you can’t build an entire house with only a hammer (at least not a house most of us would want to live in). So in this article we’ll pull all four together with the one most important question almost no one is asking.
Ask a room of 100 successful executives what the most important business question is, and you will get close to 100 different answers. However, you will find that you can boil those responses down to just four one-word questions. "Why?", "What?", "How?", and "Who?" These questions seem relatively straightforward until you recognize that you have a bias toward one or two of these questions.
For many business owners, Fun is as far as they would like to go. They earn more than ever have before, and they have the freedom to do what they love. Why would you want to give that up?
The economy continues to climb business is booming. But it's got executives everywhere scratching their heads.There is a nearly universal pressure to find new talent. Whether it is the "Great Resignation" affecting the upper levels of organizations at an unprecedented rate or the Millennial shock and other trials affecting even entry-level positions, I'm almost certain you are struggling to hire right now.
