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OPINION: Rules for bosses on keeping good employees

June 21st 2:33 pm | Christian Muntean Print this article   Email this article   Create a Shortlink for this article

Editor's note: Workplace Solutions is a semi-monthly column that will answer questions about how best to handle community/workplace/organizational conflicts.

Q: My boss is ruining my work. I work at a foundation that provides a unique service to our rural communities. However, we are close to closing our doors because our boss won't listen any of our ideas. She won't give me the information or budget that I need to make decisions — but still demands that I get my job done. We have a small staff — but they are starting to leave because they just can't handle working for her.

A: Bosses — listen up! I've heard a lot from frustrated staff or middle management recently. The primary reason people prematurely quit their jobs is because they don't get along with management. Staff retention is one of the first things I look for as a consultant. It is such an accurate indicator of the "climate" of the organization. If there is high turnover in staff — it's nearly always attributable to management problems. (There are exceptions — but it's true more often than not.)

Here is the deal. People are expensive to replace and retrain. Qualified employees who are effective at working within our rural communities aren't always easy to find. If you are experiencing high turnover for your industry — be humble about it. Do some soul searching. Ask for input about your management style. Get advice about how you can improve. If people are leaving your foundation, business, nonprofit, church — whatever — it's easy to blame them.

However, it's more likely they've got a good reason for jumping ship.

Instead, use this as an opportunity to grow. Identify your areas of challenge and get support to grow. Don't fall into the trap of thinking "I can't let anyone think I don't know how to do my job." People are going to figure that out if they haven't already. Just go and learn how to do your job well.

Ideas for support include: Get management or leadership coaching, talk to other supervisors who seem to relate well with their staff and ask for their input, create a plan for making personal changes, read leadership books that can give you ideas of how to supportive to you staff — not drive them away. ("The One Minute Manager" series is a series of short, easy to read management books — that is a good place to start. "The Five Dysfunctions of a Team" by Patrick Lencioni is another very accessible resource.)

My best advice for the person above: Update your resume. If you feel that she'll listen to you — give it a shot. Respectfully validate her strengths, reiterate your passion for the mission of the foundation and then clearly communicate what you need to be successful and how your job is impacted if you don't get that support. She might listen and it might work. If not though, I'd have a Plan B cooking. Find someplace that respects what you have to offer.


— Christian Muntean is a local management consultant, mediator and trainer. He works with communities, Native organizations, businesses, nonprofits and churches throughout Alaska. Questions for his column may be emailed to: mediate@beyond-borders.com or mailed to: Beyond Borders, 6921 Brayton Drive, Suite 203, Anchorage 99507

 


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