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#CareerAdvice : #JobPromotion – What No One has Told you About How to Land a #Promotion …Landing a Promotion Involves a Lot More than Just Being a Great Employee. Often, it Involves a Lot of Preparation in Addition to Doing your Job Well.

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Employee turnover is expensive for companies. In fact, turnover costs businesses more than the average promotion. According to research, replacing an employee who quits costs, on average, 21% of their annual pay.

Furthermore, Glassdoor research has shown that staying in a particular role for too long makes it more likely that employees will leave their company. With these points in mind and against the backdrop of a job-seeker-first job market, it may be the perfect time to ask for a promotion.

Thinking about the next step in your career path can seem easy: Put a plan together, talk to your boss, and voilà, you’ve got a promotion. But unfortunately, the game isn’t played that way. There are a few unspoken rules of promotions.

Bookmark this page and read carefully. Here are the keys to landing a promotion that very few people will tell you about.

RULE 1: YOU MUST BUILD A CASE

Before speaking to your boss about all the reasons you think you deserve a raise or promotion, have a solid answer to each of these questions:

  1. What have you done to add value beyond your job description? Can you find a way to quantify these achievements? We all get paid to do our jobs well, so simply performing and completing your tasks is not grounds for promotion.
  2. How does promoting you help the organization? Will promoting you create a headcount reduction, or increase efficiencies on your team?
  3. What exactly are you asking for? Go in with a firm case for what you want, and don’t expect your supervisor to make the ask for you. Take the time to research your realistic value in the job market though sites like Glassdoor.

RULE 2: YOUR PERSONAL BRAND MATTERS

Today, it’s not only important to be good at what you do, but also to become visible to the right people in the right way. That doesn’t mean sucking up to your boss, though. The key is to position yourself as an expert so that you’re looped into all the important events and activities in your organization, and your opinion is sought after by the top people in your company. It’s about being relevant, creating value for your company, and proactively communicating to others in your organization.

Connect with the business leaders in your organization who are relevant to your field of interest and can help you grow professionally. For example, if you want to become a marketing thought leader, you need to reach out to the VP of marketing or the CMO. It won’t be productive if you network with the CTO or IT head of your company instead.

Ask them if you can get 15-30 minutes on their calendar to meet them and learn more about their work. In these meetings, briefly talk about your background, achievements, and ambitions. Also, offer to help them with any of their projects.

 

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RULE 3: KNOW YOUR WORTH

Before entering any talks regarding a promotion, you need to know your worth. Understanding your value to your company, and on the open job market, gives you the negotiating power you need to get a promotion.

Knowing your worth gives you leverage in promotion discussions because you’ll be able to display your objective value. An easy way to do this is by using Glassdoor’s Know Your Worth tool, which will show you your true market value, how it compares to other workers in the same field, current market salary, and other open jobs with current salary data.

Before going into any conversation for a promotion, come prepared with

  • Your real worth on the open market
  • A list of your current tasks and responsibilities
  • Data demonstrating the value you bring to the company

RULE 4: LOOK FOR THE SIGNS

Having a professional role that both engages and challenges you is a cornerstone of job fit. Savvy managers are aware of this, and make team members’ professional development a priority.

One major sign that the boss is considering you for promotion is they will assign you a stretch assignment. It’s a nod that management recognizes your diligence, skill, and talent and has confidence in your ability to take it to the next level. Mikaela Kiner, founder and CEO with uniquelyHR, explains, “A stretch assignment might be deliberately created to advance talented employees, or it may be the result of organizational growth, an unexpected vacancy, or a new product or initiative.”

Whatever prompted you to earn the nod, you’ll recognize a stretch assignment because it seems a bit lofty. Kiner further explains: “The assignment should help you do one or more of the following: Build new skills, increase your visibility, try out a new discipline or geography, or gain an experience like managing people that you haven’t had before.” While this may seem a bit intimidating, Kiner assures: “Leadership will only ask you to take on a stretch assignment if they believe that you can do the work and that it will develop your skills.”

RULE 5: DON’T ASSUME YOUR HARD WORK IS BEING NOTICED

If you want more attention for your work and a promotion, you’re going to have to speak up. Assuming that the boss is taking copious notes about your work, progress, and projects is naive. If you do, you will consistently do excellent, promotion-worthy work that you never quite step up to take credit for, and have great ideas that you don’t reveal during meetings (anyone else sit quietly through brainstorming sessions only to email the team lead 10 new ideas once the meeting ends?).

If you want to speak up and get credit for your ideas in person but you know you’re an introvert, give yourself some backup. Attend meetings with thorough notes on what you want to share and refer to those notes as you speak. It can even help to preface your contribution with a phrase that explains that you’re not thinking on your feet such as, “I was thinking about this over the weekend, and I had an idea that we could . . . ” or, “Susana said something interesting last week that got me thinking about . . . ” These phrases take the pressure off the moment and give some weight to what you have to say.

RULE 6: THINK COMPANY FIRST, INDIVIDUAL SECOND

To get the lowdown on promotions at your company without inadvertently suggesting to your employer that you’re not satisfied with your current situation, try to frame everything from the perspective of how you can best serve the company.

“With HR or your boss, frame this in a way that highlights your desire to excel and benefit the organization: ‘I feel I could do more here and would like to know how best to pursue a strong career path . . . Could really use your help to navigate the best way to get there,’” suggests Laura MacLeod, creator of From The Inside Out Project®. “Also, [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][it’s] important to stress your desire to stay with the organization long-term.”

Try not to ask any questions or make any comments that come across as crass or self-serving.

“Keep questions factual: seniority, experience and educational needs, responsibilities of the job. Don’t ask about pay or specific conditions [like] late hours or days off. This looks like you’re seeing if it fits into your plan, not the needs of the company,” MacLeod says. “Always focus on your desires and plans being aligned with company progress–this makes you a strong team player.”

 

FastCompany.com | October 11, 2018 | BY GLASSDOOR TEAM 6 MINUTE READ

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#Leadership : #EmployeeRetention – Plan your New Hire’s Next Job from the Moment they Start… Here’s how Here are Three Ways to Start Preparing your #TeamMembers for New and Different Roles Inside the Company (before they find other opportunities outside it).

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Remember when staying in a job for less than a few years was considered a stain on your resume? That’s no longer the case. By one recent estimate, the average length of time people now spend in a given role is just a little over two years among workers ages 25–39. And who can blame them?

Baseless millennial stereotypes notwithstanding, it’s people earlier in their careers who tend to fill lower-level positions, which typically involve at least a few unexciting tasks. I’ve noticed entry-level employees at my own company getting anxious to take the next step in their careers even sooner than they’d used to. Many of our sales reps now start eyeing their next internal moves after just six to eight months.

So lately I’ve had to think creatively about ways to keep new hires engaged while extending their professional lives inside the company. Here are a few methods we’ve come up with.

BREAK ROLES INTO TIERS

The most employee movement we see here at Vidyard is in our sales department. As with a lot of front-line jobs, it’s hard to keep this area dynamic because sales isn’t necessarily a role where you can rotate people through varied projects, like we do with our developers. So instead we’ve introduced tiers to certain sales positions, transparent step-ups that come with added responsibilities and pay. Importantly, these aren’t promotions out of a role that somebody has only started to master. Rather, we’re building discrete new functions into that role.

A higher-level tier might include new responsibilities like mentoring newer hires, taking on bigger accounts, or shadowing more senior team members. Yet each new level comes with commensurate pay increases to reflect the advancement.

Having clear tiers for sales jobs lets our new hires see from the outset that they’re never “stuck” in an entry-level role, and it shows them exactly what they need to do to make it to the next level. They get the support and encouragement to add to their skill sets while also getting better at selling–the critical function they were hired for. For now, we’ve limited this “slice-and-dice” approach to sales, where there are clear, repeatable duties. But it’s not hard to see how it could be useful elsewhere.

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ASK AMBITIOUS EMPLOYEES TO SELF-ASSESS

As any manager knows, dealing with an employee who’s pushing for a promotion before they’re ready can be a tricky (and common) situation. The challenge is to be realistic without dismissing their desire to advance. Simply telling someone they’ll have to stay put will only breed resentment and accelerate a move–likely outside your company.

So we’ve tried to develop what I think of as a readiness pulse-check. Flip the tables and give eager team members a chance to assess their own readiness for a promotion (or lack thereof). A little while ago, one new hire joined Vidyard as a “concierge,” helping direct customer inquiries to the right place, but his heart was set on getting into sales. When he pleaded with me after just a couple months to make the move, I assigned him some homework: I asked him to spend some time with other leaders in the company to learn exactly what his dream job entailed.

He soon realized he still had some work to do, but he now knew exactly which skills and qualifications he’d need to move forward. Within little more than a year, he successfully made the switch and has continued to move up the ranks. In fact, using this same approach, he went on to segue into a product manager role, where he’s in charge of bringing our tools from ideation to market.

Putting the onus on your ambitious employees to figure out whether they’re truly ready for the next step is a great way to give them some control over their career paths. Some may resent the perceived roadblock. But those that rise to the occasion will be doubly dedicated to their jobs, and double their value to you by learning more about how the company works.

EXPERIMENT WITH SWAPS AND LOANS

Indeed, sometimes the best ways to keep team members happy is to encourage internal mobility across functional areas. Jumping to a new role or department can revitalize enthusiasm and preserve institutional know-how while also busting up silos.

We recently began experimenting with a loaner program to let employees cross departmental lines in their work, something that other tech companies have been doing for years. Right now, our initiative is admittedly small and operating on a four-month trial, but I’m excited to see where it leads in the future. Other times a change of scenery is all it takes to renew someone’s enthusiasm for their job. We have a satellite office in another city on the West Coast, and we’ve had a few team members request to make the move. While this doesn’t always entail a change in job description, the shift in setting is often a welcome change, with the added benefit of strengthening our company culture through cross-pollination between offices.

In my opinion, keeping a good employee for many years is important; it’s the goal of every great leader I know. The key is to creating a climate where people hungry to amass new skills can genuinely see a path forward. In the end, a stifled, inflexible workplace only leads to the exodus of your best and brightest. The earlier you start thinking about where your newest hires might be headed, the sooner you’ll start seeing them maximize their potential and make your organization stronger–no matter how long they’re there.

ABOUT THE AUTHOR

Michael Litt is cofounder and CEO of the video marketing platform Vidyard. Follow him on Twitter at @michaellitt.

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FastCompany.com | July 20, 2018

#Leadership : Do These Things To #ReduceTurnover Among Your #BestHires …It takes Work to #Retain #StarEmployees . Here are the Steps you Can take to Stop Losing them to “Better Offers.”

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If there’s anyone more hopeful than a new employee showing up to her first day on the job, it’s the hiring manager who offered it to her.

Call us hopeless romantics, but we think there’s something really special about a candidate and a company coming to an agreement and choosing to embark on a relationship together–albeit a business one.

But what happens when the relationship goes south and the employee decides to move on? There may not be actual tears, but it can still feel like heartbreak to the recruiter, hiring manager, and leadership team that had high hopes for the future.

So, what can you do when you’re tired of losing employees to “better offers”? Here’s what five recruiting and hiring pros would do to reduce churn and improve employee engagement and retention:

1. BE HONEST ABOUT THE DOWNSIDES OF A POSITION

It makes sense to try to put your best foot forward in the first stages of the interview process. After all, that’s what job candidates are doing, too. But Chuck Solomon, cofounder and COO of LineHire, says that it’s in the best interest of long-term employee retention to be upfront about what a job is really like without candy coating the truth or trying to ignore potential challenges within a job.

“It may sound quaint, but I believe authenticity is key to reducing churn and increasing employee retention,” says Solomon. “Recruiters should be honest and accurate in describing both the pros and cons of the job–after all, once on board, the candidate is going to learn firsthand themselves. I’m not suggesting you should ‘air the company’s dirty laundry,’ but there are ways to tell a candidate that this is a challenging position. That way you’re only bringing in staff members that are up for the challenges.”

Related: Why MailChimp Doesn’t Let New Hires Work For Their First Week On The Job 

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2. CLOSE THE LOOP ON NEW HIRE DATA

Find the best person, hire them, and move on. Sound familiar? If that’s your approach to most of the positions you fill and you want to reduce churn, Mikaela Kiner, CEO and Founder of uniquelyHR, wants you to think about following up and tracking how your candidates work out in the role.

“Recruiters always believe we’ve found the absolute best candidate for the job, says Kiner. “After all, that’s why we hired them! But too often, we don’t know what happens once that person joins the company. Did that person become a superstar, did they plateau, or were they eventually let go for poor performance? If recruiters can work with HR and hiring managers to get data on the quality of the people they’ve hired, they can spot trends and then use that data to improve the screening and recruiting process.”

“For example, what skills and qualities are common to the most successful hires?” continues Kiner. “Failures are also a good source of learning, because if you make a note of red flags during interviews of people who don’t succeed, you can be on the lookout for similar candidate qualities in the future.”

3. LISTEN TO AND REWARD EMPLOYEES BEFORE THERE’S A PROBLEM

Brianna Rooney, founder of software engineer recruiting company Techees, works in a high turnover industry placing software engineers at tech-focused companies in the Bay Area. In her line of work, it’s common for people to leave every year, and if someone has been with their company for three years, it’s a downright miracle. Why? Because most companies say they don’t have time to deal with employee retention or simply don’t want to know the bad things about their company.

“I can’t tell you how many times a company will try to give a raise or actually listen to an employee when it’s way too late,” says Rooney. “Everyone wants to save money. It’s hard to keep giving raises. Yet, think about how hard it is to find good people. People you trust to work hard, honestly, and efficiently.”

“If you don’t have the budget for a salary increase, make sure they understand that,” Rooney continues. “Talk to employees, make them know how important they are. Don’t just wait for quarterly or yearly meetings. You need to care before you ‘have to,’ and it has to come naturally.”

Related: 5 Red Flags That You Made A Bad Hire

4. RECRUIT QUALITIES THAT MAKE FOR GOOD OFFICE POLITICS

Are office politics always a bad thing? No, says CEO and The Compass Alliance author Tim Cole. They can be good or bad for an organization depending on how they are directed. But if you’re in a position where you need to reduce churn, your politics are likely unproductive. It’s critical that you start screening candidates for qualities that are conducive to healthy office politics.

“Bad office politics implies backstabbing and conspiring for personal gain,” says Cole. “An organization that tolerates that type of behavior faces the long-term effects that always follow, like low engagement, loss of productivity, and attrition.”

Cole adds: “Companies that recruit for collaboration skills and capacity for problem solving can often direct office politics in a more positive direction and use them to streamline workflow with behind-the-scenes discussions and gain consensus on critical job decisions away from the boardroom.”

Related: This Nordic Company’s Four Secrets To Hiring (And Keeping) Great Talent Anywhere 

5. RALLY YOUR TEAM AROUND A COMMON “WHY”

Low employee retention and low engagement go hand in hand, so if you’re struggling with a need to reduce churn, you are likely struggling with employee engagement, too. Zach Hendrix, cofounder of the lawn service app GreenPal, grew one business from 1 to 100 using a simple but profound engagement strategy: rally employees around the central “why” of their jobs and the business as a whole.

In his first business, much of Hendrix’s operating core was comprised of Guatemalan immigrants who would come to the United States for several consecutive lawn mowing seasons and save as much money as they could to improve the lives of their families back home by building homes, ranches, and setting up farms stocked with cattle.

To fuel his team through the tough times, including the economic recession of 2009, he rallied them around their “why.” At weekly meetings, they would give progress reports on how projects back home were coming along and display picture collages of homes, farms, and businesses in Guatemala in the office and shop.

There’s nothing more frustrating than waving farewell to an employee you had hoped would stick around long-term. And while there are many reasons you’ll need to say goodbye to employees over the years–relocations, promotions, and career changes among them–there’s a lot you can do to make sure that your company isn’t the reason employees leave. Consider how you can apply these tips to your recruiting and hiring process to reduce churn to help your candidates stick around.

 

FastCompany.com | February 26, 2018 | BY SARAH GREESONBACH—GLASSDOOR 5 MINUTE READ

#Leadership : 8 Bad Mistakes That Make Good Employees Leave…Managers Tend to Blame their Turnover Problems on Everything Under the Sun while Ignoring the Crux of the Matter: People Don’t Leave Jobs; They Leave Managers.

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It’s tough to hold on to good employees, but it shouldn’t be. Most of the mistakes that companies make are easily avoided. When you do make mistakes, your best employees are the first to go, because they have the most options.Free- Bubble on the Bubble

If you can’t keep your best employees engaged, you can’t keep your best employees. While this should be common sense, it isn’t common enough. A survey by CEB found that one-third of star employees feel disengaged from their employer and are already looking for a new job.

When you lose good employees, they don’t disengage all at once. Instead, their interest in their jobs slowly dissipates. Michael Kibler, who has spent much of his career studying this phenomenon, refers to it as brownout. Like dying stars, star employees slowly lose their fire for their jobs.

“Brownout is different from burnout because workers afflicted by it are not in obvious crisis,”Kibler said. “They seem to be performing fine: putting in massive hours, grinding out work while contributing to teams, and saying all the right things in meetings. However, they are operating in a silent state of continual overwhelm, and the predictable consequence is disengagement.”

In order to prevent brownout and to retain top talent, companies and managers must understand what they’re doing that contributes to this slow fade. The following practices are the worst offenders, and they must be abolished if you’re going to hang on to good employees.

1. They make a lot of stupid rules.

Companies need to have rules—that’s a given—but they don’t have to be shortsighted and lazy attempts at creating order. Whether it’s an overzealous attendance policy or taking employees’ frequent flier miles, even a couple of unnecessary rules can drive people crazy. When good employees feel like big brother is watching, they’ll find someplace else to work.

 

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2. They treat everyone equally.

While this tactic works with school children, the workplace ought to function differently. Treating everyone equally shows your top performers that no matter how high they perform (and, typically, top performers are work horses), they will be treated the same as the bozo who does nothing more than punch the clock.

3. They tolerate poor performance.

It’s said that in jazz bands, the band is only as good as the worst player; no matter how great some members may be, everyone hears the worst player. The same goes for a company. When you permit weak links to exist without consequence, they drag everyone else down, especially your top performers.

4. They don’t recognize accomplishments.

It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all. Rewarding individual accomplishments shows that you’re paying attention. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise; for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right.

5. They don’t care about people.

More than half the people who leave their jobs do so because of their relationship with their boss. Smart companies make certain that their managers know how to balance being professional with being human. These are the bosses who celebrate their employees’ successes, empathize with those going through hard times, and challenge them, even when it hurts. Bosses who fail to really care will always have high turnover rates. It’s impossible to work for someone for eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your output.

6. They don’t show people the big picture.

It may seem efficient to simply send employees assignments and move on, but leaving out the big picture is a deal breaker for star performers. Star performers shoulder heavier loads because they genuinely care about their work, so their work must have a purpose. When they don’t know what that is, they feel alienated and aimless. When they aren’t given a purpose, they find one elsewhere.

7. They don’t let people pursue their passions.

Google mandates that employees spend at least 20% of their time doing “what they believe will benefit Google most.” While these passion projects make major contributions to marquis Google products, such as Gmail and AdSense, their biggest impact is in creating highly engaged Googlers. Talented employees are passionate. Providing opportunities for them to pursue their passions improves their productivity and job satisfaction, but many managers want people to work within a little box. These managers fear that productivity will decline if they let people expand their focus and pursue their passions. This fear is unfounded. Studies have shown that people who are able to pursue their passions at work experience flow, a euphoric state of mind that is five times more productive than the norm.

8. They don’t make things fun.

If people aren’t having fun at work, then you’re doing it wrong. People don’t give their all if they aren’t having fun, and fun is a major protector against brownout. The best companies to work for know the importance of letting employees loosen up a little. Google, for example, does just about everything it can to make work fun—free meals, bowling allies, and fitness classes, to name a few. The idea is simple: if work is fun, you’ll not only perform better, but you’ll stick around for longer hours and an even longer career.

Bringing It All Together

Managers tend to blame their turnover problems on everything under the sun while ignoring the crux of the matter: people don’t leave jobs; they leave managers.

What other mistakes cause great employees to leave? Please share your thoughts in the comments section below, as I learn just as much from you as you do from me.

Travis co-wrote the bestselling book Emotional Intelligence 2.0 and co-foundedTalentSmart.

Forbes.com | September 7, 2016 | Travis Bradberry 

#Leadership : 9 Things That Make Good Employees Quit…Managers Tend to Blame their Turnover Problems on Everything Under the Sun, while Ignoring the Crux of the Matter: People Don’t Leave Jobs; they Leave Managers.

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It’s pretty incredible how often you hear managers complaining about their best employees leaving, and they really do have something to complain about—few things are as costly and disruptive as good people walking out the door.

Free- Man at Desktop

Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter:

People don’t Leave Jobs; they Leave Managers.

The sad thing is that this can easily be avoided. All that’s required is a new perspective and some extra effort on the manager’s part.

First, we need to understand the nine worst things that managers do that send good people packing.

1. They Overwork People

Nothing burns good employees out quite like overworking them. It’s so tempting to work your best people hard that managers frequently fall into this trap. Overworking good employees is perplexing; it makes them feel as if they’re being punished for great performance. Overworking employees is also counterproductive. New research from Stanford shows that productivity per hour declines sharply when the workweek exceeds 50 hours, and productivity drops off so much after 55 hours that you don’t get anything out of working more.

If you must increase how much work your talented employees are doing, you’d better increase their status as well. Talented employees will take on a bigger workload, but they won’t stay if their job suffocates them in the process. Raises, promotions, and title-changes are all acceptable ways to increase workload. If you simply increase workload because people are talented, without changing a thing, they will seek another job that gives them what they deserve.

 

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2. They Don’t Recognize Contributions and Reward Good Work

It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise; for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right.

If you want your best people to stay, you need to think carefully about how you treat them. While good employees are as tough as nails, their talent gives them an abundance of options. You need to make them want to work for you.

3. They Don’t Care about Their Employees

More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee’s success, empathize with those going through hard times, and challenge people, even when it hurts. Bosses who fail to really care will always have high turnover rates. It’s impossible to work for someone eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your production yield.

4. They Don’t Honor Their Commitments

Making promises to people places you on the fine line that lies between making them very happy and watching them walk out the door. When you uphold a commitment, you grow in the eyes of your employees because you prove yourself to be trustworthy and honorable (two very important qualities in a boss). But when you disregard your commitment, you come across as slimy, uncaring, and disrespectful. After all, if the boss doesn’t honor his or her commitments, why should everyone else?

5. They Hire and Promote the Wrong People

Good, hard-working employees want to work with like-minded professionals. When managers don’t do the hard work of hiring good people, it’s a major demotivator for those stuck working alongside them. Promoting the wrong people is even worse. When you work your tail off only to get passed over for a promotion that’s given to someone who glad-handed their way to the top, it’s a massive insult. No wonder it makes good people leave.

6. They Don’t Let People Pursue Their Passions

Talented employees are passionate. Providing opportunities for them to pursue their passions improves their productivity and job satisfaction. But many managers want people to work within a little box. These managers fear that productivity will decline if they let people expand their focus and pursue their passions. This fear is unfounded. Studies show that people who are able to pursue their passions at work experience flow, a euphoric state of mind that is five times more productive than the norm.

7. They Fail to Develop People’s Skills

When managers are asked about their inattention to employees, they try to excuse themselves, using words such as “trust,” “autonomy,” and “empowerment.” This is complete nonsense. Good managers manage, no matter how talented the employee. They pay attention and are constantly listening and giving feedback.

Management may have a beginning, but it certainly has no end. When you have a talented employee, it’s up to you to keep finding areas in which they can improve to expand their skill set. The most talented employees want feedback—more so than the less talented ones—and it’s your job to keep it coming. If you don’t, your best people will grow bored and complacent.

8. They Fail to Engage Their Creativity

The most talented employees seek to improve everything they touch. If you take away their ability to change and improve things because you’re only comfortable with the status quo, this makes them hate their jobs. Caging up this innate desire to create not only limits them, it limits you.

9. They Fail to Challenge People Intellectually

Great bosses challenge their employees to accomplish things that seem inconceivable at first. Instead of setting mundane, incremental goals, they set lofty goals that push people out of their comfort zones. Then, good managers do everything in their power to help them succeed. When talented and intelligent people find themselves doing things that are too easy or boring, they seek other jobs that will challenge their intellects.

Bringing It All Together

If you want your best people to stay, you need to think carefully about how you treat them. While good employees are as tough as nails, their talent gives them an abundance of options. You need to make them want to work for you.

What other mistakes cause great employees to leave? Please share your thoughts in the comments section below as I learn just as much from you as you do from me.

 

Forbes.com | February 23, 2016 | Travis Bradberry