Yet... when good employees decide to leave, they leave their managers, rather than your company Having a great brand name helps attract good candidates. But the best talent won’t stay unless they respect their managers. The simple fact is; when good employees leave, they leave managers not companies.
At Lazy Horses, we know how intertwined your people, your brands and your company image are and taking a strengths based approach, we tackle your problems and opportunities in plain English, to build cohesion. The approach - Using the latest neuro-scientific knowledge base, your managers and team members discover how to:
Leading Change Leading companies and brands through times of change, has us working with many different people, and many different types of personality. With some we can relate to more easily, with others we cannot. It's only natural.
However great our powers of influence may be, we must accept one thing when embarking on a programme of change; we cannot change anyone’s mind with a purely rational approach. And yet most change processes are still led by a 'rational' command and control way of doing things, even if it is likely to be masked in people-speak. The most successful transitions take place when you can get as many people as possible to change their own minds, by presenting them with the facts in a particular way – so that they see themselves as part of the solution. Only then will they be able to change their minds from the inside out, rather than simply giving the appearance of doing so from the outside in. Change can take many forms: a new strategy, a whole new direction for your company, installing new enterprise software, greater integration of departments and many others. But whether you are trying to break down departmental silo walls that you didn’t want erected in the first place, or whether you are potentially confronted by the personalities who created them, remember that they probably built those walls with the very best of intentions, namely the recognition and motivation of their staff. That might not be the way it's seen today, with a number of 'mini-cultures' developing across the business. |
*above photo of the Kiabi global sourcing team, taken at the workshop just outside Paris in March 2013; courtesy of Kiabi France
The phrase "Good employees leave managers, not companies" was first used and well documented in the book First, Break All the Rules: What The World's Greatest Managers Do Differently (1999), by Marcus Buckingham and Curt Coffman of the Gallup Organization.
Cogito ergo sum?
... But our emotions and feelings play a bigger role than we think in who we are and how others experience us. They originate in the 'older' more primitive parts of the brain. |
A few tips...
Above all, use your best people well. When facilitating change, use them to do the jobs they are best at. Don’t necessarily promote them but recognize their true value. This may be obvious to you or it may be counter-intuitive, but use your best motivators and communicators to take on the change management roles. And when carrying out your thorough and detailed planning process, prepare to be flexible when it comes to the executional phase.
In the words of the former US military general and President, Dwight Eisenhower: “In preparing for battle I have always found that plans are useless, but planning is indispensable.”
Above all, use your best people well. When facilitating change, use them to do the jobs they are best at. Don’t necessarily promote them but recognize their true value. This may be obvious to you or it may be counter-intuitive, but use your best motivators and communicators to take on the change management roles. And when carrying out your thorough and detailed planning process, prepare to be flexible when it comes to the executional phase.
In the words of the former US military general and President, Dwight Eisenhower: “In preparing for battle I have always found that plans are useless, but planning is indispensable.”