November Newsletter

When it comes to keeping staff engaged, it’s never been a more fragile time to be a leader.

We judge our staff by what they have recently accomplished—in other words, by what they have already done. 

But our employees judge themselves by what they believe they are capable of doing, one day.

During a recent coaching call, a client and I talked about this very thing, about how important it is to close this mindset gap, especially if we want to keep good staff during the so-called “great resignation.” 

Yes, performance and results obviously matter. A lot. 

But we need to shift way more of our focus over to our staff’s future. Why? Because we need to be aligned with their forward-looking orientation…otherwise, they’ll find someone else who will.

Jobs without people. People without jobs.

There are many reasons for the churn in the labour market. It’s been 18-months of early retirements, low immigration, wage subsidy programs, furloughs, and layoffs. 

And of course, all the Zoom fatigue. 

The impacts have been hard on workers’ mental health, leading to burn out. 

And, making matters more complex, some businesses have sunk, while others are so busy they can’t keep up. 

It’s been an uneven recovery—a puzzling mix of unfilled jobs and high unemployment. Many uncertainties are still in play. It makes it hard for leaders to plan, to get into the minds of staff, and understand what it is they really want. 

Hard, but not impossible. 

If you want to understand the mindset of many workers, and do better at keeping them, read on…

Simon Says Blame Brené?

One of the forces driving the “the great resignation” was surging long before COVID-19. Thinkers like Brené Brown and Simon Sinek—among others—have been teaching a whole generation of workers what they can, and should, expect at work. 

They have been devouring their podcasts, dog-earing the books, watching the TED talks, for a decade now. Learning what "good" at work can feel like.

Then, truly inspired, they go to work the next day. And they look hopefully at their manager, Director, VP, CEO, ED, Board Chair, and there’s a whole lot of lunch bag let down. 

Hey?! Where’s the trust, the vulnerability, the empathy?

COVID gave some workers time, and remove, to think it all over—life, career, purpose—hard.

They want what Simon and Brené are talking about and they want it now; they’re not willing to wait any longer for it to just show up. 

And so, they’ve left the building. (Or worse, they’re still employed, but they have mentally and emotionally checked out.)

They are going out there looking for true authenticity on their own. While some might shame them for being disloyal (see what I did there?), seriously, who could blame them?

This recent piece on Brené Brown in New Yorker is wonderful. But if you haven’t already, it’ll make you rethink how you’re showing up for your staff. What kind of a boss you’re being. And ask, how is our workplace culture holding up? Is there more we could do to be ready if they leave anyway?

It can feel personal when a key staff member quits.

So, let me ask: 

• What is showing up for you, as you navigate this workplace churn?

• Where are you succeeding?

• What’s in the way?

One thing is for sure, while it might feel like a lonely time to be a leader, you are not alone. 

Sincerely,

Jonathan

ps. When the time is right, I offer 1:1 executive coaching and trusted advisory services to leaders and boards. 

• I support leaders through career and business transitions.

• I help solve critical problems and come to important decisions

• I work with a CEO, Founder, VP, ED… to take action and craft an implementation plan.

Here’s a link to my website.