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Why Good Employees Leave
Earning the Continued Trust of Your Internal Customers – Your Employees
Many years ago I read an article that featured an interview with Herb Kelleher, the co-founder of Southwest Airlines. In the article he stated that he and his mother (who was a Harvard graduate) would often debate who was more important: He argued that it was the employees of a company, and his mom argued that it was the customers. With all due respect, I would argue; why does it need to be one or the other? From my point of view, this debate is like having two children and being asked which one we love the most, because both your customers and your employees are equally important. Since it is becoming increasingly difficult to find and hire the superstars, I would like to use this article to help you continue earning the trust of your employees, who at Elite we refer to as our internal customers.
Putting first things first, as business owners we need to recognize that our internal customers are much like our external customers. In your case, your external customers come to you with transportation problems that you solve, and they then pay you with their hard-earned money. Your internal customers come to you with needs as well. They have needs like being able to save enough money to buy a home, or having the funds available that they’ll need to educate their children. Simply put, you provide them with the right opportunities, and you help them fulfill those needs. In return, they pay you with their work efforts, and their contributions towards your success.
So the question is; what can you do to keep the stars you have, not just for a few years, but for the length of their working careers? Although there is no formula that will guarantee results, there are a number of things you can do to keep your stars as your stars.
First and most importantly, never forget this cardinal rule of managing people: We have to keep the hearts of our employees, because once we lose their hearts, their minds will follow. I actually coined this rule long ago, and have lived by it for decades. Now here is how you can implement it…
With every superstar who works with you, you need to look beyond the employee component of your relationship, and you need to consider them as a person, just like you. This means that you need to truly care about your employees as people, and the things that are important to them need to become important to you. Once they realize that you really do care about them and their families, as well as their goals, they will then care about you, and the goals of your company. Secondly, you need to be a great listener, you need to pay close attention to their suggestions, and you need to always thank them for their input.
I have also learned that you need to be a shoulder your employees can lean on. By being sympathetic to their personal struggles, you will find that if you have the right people, they will not take your sympathy for granted, but they will go to the ends of the earth for you. You need to let them know that you recognize their talents and strengths, and you need to give them praise for jobs that are well done. Beyond that, you have to show them the humility that all employees look for. This means you will need to set your pride aside to let them know that they are much more gifted than you in many ways, you’ll need to be able to admit to your mistakes, and you’ll need to be able to give heartfelt apologies at the appropriate times. Lastly, if you plan on keeping their hearts, you will need to constantly share your vision of the future, and paint a clear path to their success in the coming years.
Over the years I have discovered that people don’t leave companies. They never have, and they never will. People leave people, not companies. If you’d like to continue earning the trust and confidence of your employees, then I would encourage you to apply the principles that I have shared with you. If you do, then I will make you a promise: Beyond being a great role model for your employees, the morale of your employees will go up, your shop’s productivity will go up, and any employee turnover problems you have… will disappear.
Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers one-on-one coaching from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. You learn more about Elite by visiting http://www.EliteWorldwide.com
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2 Replies
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Here is a workshop ACT Auto Staffing developed per the request of many independent shop’s 20 groups requests concerning “Why Techs Love You or Leave You”. It was a specific eye-opener to shop owners on the subjecthttps://onedrive.live.com/redir?resid=B2EDB2E3C06445CE!4403&authkey=!AN1tU2_N2cBfOFg&ithint=file%2cppt
Joe
HenryACT Auto/Truck/Tire/Collision Staffing
3008 Landmark Blvd
Palm Harbor, FL
34684727-733-5600 7-days a week until 8:30pm eastern/5:30pm pacific
“You can live in a world of solutions or problems. It’s the same
world” – Deborah Shane“Discipline is the bridge between goals and accomplishment.” — Jim
Rohn, Author -
In many cases people will leave out of self interest. This is the backbone to capitalism. I have left a few very good jobs because that was not where I wanted to spend my time and efforts. Since 21 I have been self employees and I’m 35 now so most of my adult life I’ve been an entrepreneur.
During this time I have owned and operated several businesses and have had plenty of employees. Some were real rock stars and as their talent grew they naturally outgrew their position and honestly needed to leave my company in order to grow as a person and expand and improve themselves.
You can only have 1 chief in charge or you end up like the post office where they have a manager for just about every employee they have. If I ran multi national businesses I think your points are more valid. However for most smaller businesses you have a turn rate that is very natural to have because people are going to out grow smaller companies or just decide that is not the work they want to do for the rest of their lives.
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