What do you do when somebody tells you they are leaving your company? Do you take it personally and spend your time and energy worrying about where they are going? Are you worried about whether they can do anything to hurt you or do you focus on learning from their decision so that you can identify problems and make improvements? | | | | |
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Employees focus on the paycheck they get each pay date and overlook the fact that their actual remuneration in terms of what it costs the employer is much higher. To educate them it is a good idea to produce an annual statement that details all the aspects of their compensation to drive the point home. | | | | |
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In a bacon omelet, the pig is committed while the chicken is merely involved. Think about your company in this way and separate your employees into pigs and chickens and it will lead you to some interesting insights. Create a list with all your employee names ont he left and two columns on the right headed, respectively, "Committed" and "involved". Then put an x in the relevant column for each employee and review the results. | | | | |
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The lion tamer uses the threat of force and if he actually uses it, he has lost. If he hits the lion with the whip and the lion figures out it doesn’t hurt that much, he’ll eat him. This has numerous applications in managing employees. The best example from my own experience is in the area of non-competes. All my salespeople had non-competes and when they left we sent a lawyer’s letter to them at their home (via Fed Ex to arrive on a Saturday morning) and their new employer saying that we expected the non-compete to be honored. | | | | |
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| People often say to me that they were lucky because a marginal employee left. They are congratulating themselves because the problem has gone away and they didn't have to deal with it. Not only that, but they don't have to pay unemployment. I call this "fortuitous self-selection" and people who rely on it as a management tool are making a serious mistake. | | | | |
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