A couple of weeks ago I wrote about the need for companies to keep up with modest salary raises just to retain their good staff. However, this year budgets will be scrutinized across the board, so giving raises will be complicated in some firms. What are the actions we can take as leaders, in place of being able to pay more?
We know the buzzwords for staff retention, but the reality is that knowing them, doesn’t make them ANY easier to implement. It’s like doing your driving theory test without the practical.
Management is one of the hardest things to get right, and very few people are naturally good at it. If you’re like me and about 90% of all leaders, then it will be a lifetime’s work in progress. Here are the headlines, and then we’ll get into the more practical part later.
Positive Work Environment – an inclusive, collaborative culture; open communication, teamwork, and a clear understanding of values and goals (and each person’s part)
Good Comp and Benefits – competitive salaries and benefits, showing staff that they are valued; benefits policy should be closely related to the firms’ DNA.
Career Growth / Development – Employees know when they are progressing, they know what the next stage looks like and how to get there, and have support as needed.
Work- life Balance – These days you can’t offer 1 day x WFH per week and call it ‘flexible’ – companies need to meet people where they are much more, like pay, WFH policy is closely linked to the company’s DNA.
Employee Engagement / Purpose – Engaged employees feel connected to their work. Seeking employee input, and giving empowerment over purpose-led projects is key.
So, we know the buzzwords, how can we turn them into reality?
Increase your Communication:
In times of challenge the simplest action to bear in mind is to communicate more. Gaps in communication lead to gaps in connection, and they are the worst possible thing that can happen to you – not only as a leader, but at all levels. The larger the gap, the greater the possible misunderstanding. Reach out, make the connection. Even if its always you, even if you did so last time. Just go for it.
Ask more questions
Ask some questions, and then ask some more. Just keep asking! Nobody will ever complain that you asked for their opinion, however they will be upset if you don’t. As Carnegie said “If you want to be interesting, be interested.” Outside of peak moments, make time to ask different questions about anything that they speak about – if they mention a holiday, ask them where they went. In fact, if they mention anything that could lead the conversation in a new direction, make sure you go there. It won’t be possible to do this when you’re in the thick of it, but it’s important to make time for this at other times.
Make space for culture
One person’s idea of polite behaviour, can literally be offensive for another person. Make sure that you’re not reading something the wrong way by thinking about culture. Is that person from a warmer or a cooler culture than yourself? Then put yourself in their shoes ‘could they be trying to be polite here’? Luxembourg has become a global melting pot in the last 20 years, so managing teams will require you understand each person’s unique approach. Don’t take it personal, and don’t make it personal. Let it go.
Balance perfection with good enough
As a high performer, you’ve been appreciated for the whole of your career for delivering exceptional results, every time. However, as a leader, now one of the hardest things to do is to figure out the finite line between good enough and perfection, or more specifically, the times when you NEED perfection, and the times when OK is a perfectly fine result. Managing teams to produce perfection 100% of the time is impossible. However, if you can find a way to communicate easily and quickly the moments where you need perfection, vs good enough, then you are doing a great job. When the team starts to recognize the same moments as you, THEN you’re really getting somewhere. If you can do this, you’re well on the way to a fully engaged team set-up.
Create your own corporate language
I want to give a shout out to the brilliant Peter Brown who is someone who has decades of people experience here. Because I learned this one from him, and it’s the importance of naming events internally. As a linguist, I’ve always known that language follows culture. What I learned from Peter, is that language also follows culture in the workplace. In order to shift culture, one of the key ways you can do this is to create internal language. Being able to indicate a specific meaning quickly – one that becomes part of who you are as an organisation, and aligns with your VALUES, is GOLD. Brene Brown also uses this in her business; ‘huddle’ means: let’s all get together urgently and bash out an problem until we are all perfectly clear on the key issues, and how we are going to move forwards. Naming things is important because within a couple of words people quickly know how they need to react. It’s a virtual, energetic, action-based signpost that everyone gets immediately.
It creates common understanding.
And that’s one of the hardest things, and most important things, we need to get right as leaders today.