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Relational Leadership and Employee Retention – A Match, part 3

This series of articles explores the connection between relational leadership and employee retention. I discussed creating a ‘learning – thinking’ organization in the first article and a trusting organization in the following two. This final article examines creating a respected organization.

Respected organizations are often marked by the depth of esteem in which the community holds them. Because the community embraces the company, it produces a deep sense of pride in the employees. Community Marketing becomes strategic to a respected organization.

Relational Leadership is people-centric. People are defined in the relational diagram as employees, vendors, customers, and community. Many business plans leave out the community component or treat it lightly deeming it disconnected to the business purpose. Actually, a Community Marketing strategy helps define the business purpose and elevates the concept.

Figure 1: The Community Marketing Strategy

The relational diagram involves the entire spectrum of people. Just like the Building Blocks of Trust, you can’t skip a people component and be truly relational.


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About the Author

Frank McIntosh is author of The Relational Leader (Course Technology PTR, Cengage Learning 2010). During his 36 year career, Frank has worked with many of the most recognized companies and executives in the world. He has provided consulting services for peers across the country and helped initiate Junior Achievement programs in Ireland, the Ivory Coast, Oman, the United Arab Emirates, Bahrain, and Uzbekistan. Frank was inducted into the Delaware Business Leaders Hall of Fame in October 2008, one of 38 individuals so honored and the first not-for-profit executive to receive this distinction in Delaware’s 300 year business history. To read Frank’s complete biography, click here.

For more information regarding this subject, visit Frank McIntosh at his website www.FJMcIntosh.com.

Set the Stage for Engagement

Low pay is a dissatisfaction for employees but high pay by itself won’t keep the best people around. Transactional leadership might be a motivator when money and better benefits are available, but today’s climate seems to lend itself more to transformational leadership where a caring leadership can stimulate innovation, creative thinking, and productivity.

In Healing the Wounds, David A. Noer writes how the emotional impact of downsizing and the subsequent extra workload disturbs employee morale and productivity long after the fact. The study found that such feelings of stress, fatigue, and depression can last five years and more, imposing a strain on organizations’ competitiveness. Not only was there a sense of unfairness and anger over top management pay and severance, but symptoms of insecurity, anxiety, and fear that discouraged innovation and creative thinking. As Noer wrote, “There seemed to be a much stronger feeling among lay-off survivors that the organization was not in the business of looking out for its employees and that their loyalty was to themselves and to their unit, not to the overall organization.”

Clearly, after as much as five years, employees still suffered from the “survivor-blaming phenomenon,” as Noer called it. Managers and their staffs were unhappy and could be easily tempted to check out other job possibilities if they surfaced. New recruits heard stories that made them question their decision to join the company ranks.

Gallup, one of the world’s top research organizations, has always found the ratio of engaged to disengaged employees to be problematic. The recent economy would suggest the situation to have become more severe. This would suggest a review of corporate management practices to see that these 12 elements as proposed by Gallup are supported within the organization:


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About the Author

Florence Stone is editorial director for AMA and editor of MWorld, AMA’s quarterly membership journal. She is the author of Coaching, Counseling & Mentoring, The Manager’s Question and Answer Book and The Essential New Manager’s Kit.

To learn more about the American Management Association, click here.

Relational Leadership and Employee Retention – A Match, part 2 (Segment Two)

In Part Two – Segment Two will complete the discussion on a trusting organization. These 10 principles of trust when employed consistently to your entire organization without bias will build a bridge of loyalty that will stand against the elements. People do not willingly leave organizations built on moorings as strong as trust.

This article will examine the last five Building Blocks of Trust. All of the building blocks are important and it is essential to note that you cannot selectively skip one in favor of another. Companies that score high in the Trust Index will see lower turnover and greater productivity.

Figure 1: The Second Five Building Blocks of Trust


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About the Author

Frank McIntosh is author of The Relational Leader (Course Technology PTR, Cengage Learning 2010). During his 36 year career, Frank has worked with many of the most recognized companies and executives in the world. He has provided consulting services for peers across the country and helped initiate Junior Achievement programs in Ireland, the Ivory Coast, Oman, the United Arab Emirates, Bahrain, and Uzbekistan. Frank was inducted into the Delaware Business Leaders Hall of Fame in October 2008, one of 38 individuals so honored and the first not-for-profit executive to receive this distinction in Delaware’s 300 year business history. To read Frank’s complete biography, click here.

For more information regarding this subject, visit Frank McIntosh at his website www.FJMcIntosh.com.

Relational Leadership and Employee Retention – A Match, part 2 (Segment One)

In my previous article I discussed creating a “learning – thinking” organization. Part Two will be presented in two segments and focuses on creating a trusting organization. To be trusted is to be authentic, a trait of a relational leader. Authenticity emerges from The Building Blocks of Trust as the foundation of the leadership quotient.

This article will examine the first five Building Blocks of Trust. Companies that score high in the Trust Index will see lower turnover and greater productivity.

Figure 1: The First Five Building Blocks of Trust


Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:

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About the Author

Frank McIntosh is author of The Relational Leader (Course Technology PTR, Cengage Learning 2010). During his 36 year career, Frank has worked with many of the most recognized companies and executives in the world. He has provided consulting services for peers across the country and helped initiate Junior Achievement programs in Ireland, the Ivory Coast, Oman, the United Arab Emirates, Bahrain, and Uzbekistan. Frank was inducted into the Delaware Business Leaders Hall of Fame in October 2008, one of 38 individuals so honored and the first not-for-profit executive to receive this distinction in Delaware’s 300 year business history. To read Frank’s complete biography, click here.

For more information regarding this subject, visit Frank McIntosh at his website www.FJMcIntosh.com.

Relational Leadership and Employee Retention – A Match, part 1

Even if you do not have an actual figure, most business leaders realize that there is a substantial cost to employee turnover. This series of articles will address relational leadership methods you can employ right now that will tip the turnover scale to your favor.

The Relational Leader: A Revolutionary Framework to Engage Your Team (Course Technology PTR, Cengage Learning 2010)
by Frank McIntosh

 

The Relational Leader presents a framework to use as a compass point so that you can project a consistent message and methodology to your people. The book will expose you to the principles of relational leadership and show you how the principles when applied in tandem, can produce substantial results.

People are the core of this leadership style. How you approach people and the environment that you provide for them to work in revolves around seven attributes called: Fairness, Character, Trust, Fun, Celebration, Attentiveness, and Purpose.

You will understand how these attributes affect people through the eyes and experiences of highly successful leaders. You will learn how to put the attributes in play for yourself in your own leadership situation.

This book will explore how our institutional leaders can make claim once again to ethical, fair, and purposeful practices that underscore the value of human beings as the linchpins of our society. The methods presented in the book will help you build a motivated and responsive team within your workgroup.

You do not want to stop turnover; you want to control it. Not all your hires will perform as you hope and some people will just naturally burn out. How can you mitigate these circumstances?

Today’s article will address creating a ‘learning – thinking’ organization. I will share a few key thoughts to get you started.

Low turnover and effective recruiting go hand in hand. Your business environment and culture bear heavily upon your ability to attract and retain the best people. The following are some of the significant success factors in building a winning environment. Your people:

  1. See themselves as growing.
  2. Feel their contributions – big or small – are valued and recognized.
  3. Appreciate that significance is placed on building relationships through shared experiences.
  4. Observe evidence of an overriding commitment to people in the organization.

It’s a great compliment to invest time and money in an individual’s development. A learning – thinking organization will have development plans for the company and personal plans for individuals (based on their strengths) that increase their capacity. The following is an example to improve organizational needs:

  1. Assess individual and company strengths while also determining the top three or four organizational needs.
  2. Create a Strength Inventory for the company (see Table 1 below) on a spread sheet.
  3. Identify top strengths (individual or organization) that can positively impact needs.
  4. Assemble diverse teams by appropriate strength to address the organization’s needs (e.g. 5 people with technical strengths).

Strength Inventory – Sports Stars, Inc.

 Individual    Strengths    
 Ted Williams    Technical*  Disciplined  Analytical
 Larry Bird    Competitive  Doer  Adaptable
 Bobby Orr    Self-Assured  Developer  Energized*
 Tom Brady    Strategic  Communicator  Deliberate
 Organization    Strengths    
 Sports Stars, Inc.    Blend of Experience*
(range of people with
different times on job)
 Market Share*  Location

* Top 4 Strengths to be used in needs analysis and improvement

Table 1: Strength Inventory Example

In the example below, the organizational needs appear at the top of each column. For illustration there are two strengths from both the organization and the individual. I assigned them to the needs as appropriate. The teams assembled by strength concentrate on improving the need assigned. You will need multiple teams from each strength area. People representing the organizational strengths are selected ‘at large’ and have demonstrated an impact on that strength in their daily work.

Figure 1: Organizational Need to Individual Strength Alignment

The matrix that you have created becomes the key to a functioning thinking – learning organization. It will help you arrive at effective strategic decisions thus maximizing success in your company. The concept of building on strengths is a powerful motivator. People like to do things they do well. By helping them to do them even better, it makes sense that they will begin to contribute to the whole at a much higher level. Also, they will feel a personal commitment to the growth of the business, because it becomes a part of who they are.

A learning structure built on these principles will give you the opportunity to celebrate the contributions of people throughout the organization. You will also create multiple opportunities for meaningful shared experiences resulting in a bond that will give cohesion and a shared will to succeed. Finally, it becomes abundantly clear that leadership is committed, first and foremost to its people.

People in organizations like this do not leave. People who find organizations like this want to get in. This is one example of relational leadership at work; there are many more.


About the Author

Frank McIntosh is author of The Relational Leader (Course Technology PTR, Cengage Learning 2010). During his 36 year career, Frank has worked with many of the most recognized companies and executives in the world. He has provided consulting services for peers across the country and helped initiate Junior Achievement programs in Ireland, the Ivory Coast, Oman, the United Arab Emirates, Bahrain, and Uzbekistan. Frank was inducted into the Delaware Business Leaders Hall of Fame in October 2008, one of 38 individuals so honored and the first not-for-profit executive to receive this distinction in Delaware’s 300 year business history. To read Frank’s complete biography, click here.

For more information regarding this subject, visit Frank McIntosh at his website www.FJMcIntosh.com.