WHEN TO SAY "I QUIT"
Jason Baker asked me the question during my appearance on KCMO talk radio
in Kansas City. "How do you know when it's time to walk into the boss and
say, I'm out of here?" So many emotional and individual circumstances are
inherent in our jobs that it is difficult to recite a pat answer that will
be right for everyone.
In general, when your job no longer allows you to do what you do best or
when your needs and interests are not fulfilled, it's time to move on. In
simpler terms, if you no longer enjoy your work for whatever reason, go do
something else. Jason's question got me thinking. How much responsibility
should the employer take to assure the contentment and satisfaction of the
employees? If bosses and companies paid more attention to their workforce,
maybe questions like Jason's wouldn't be asked so often. What makes
employees stay or go? If the solution were simple, we would bottle it for
all to use. We'd have happier employees and lower turnover rates. But that
isn't happening, so the answer must be a little more
complicated. Or is it? "There's no magic bullet," according to Catherine
Farrell, a senior VP in the Outplacement Industry. "One of the most
important things a company can do is give managers training in leadership
skills, particularly communications," she emphasized. How right she is!
Maybe that is the magic bullet. It has long been my contention that there
are no truly great companies. There are, however, great leaders. If the
company brass takes the time and commits the resources to invest in its
leadership, the results will shine forth in the employees.
The Gallup organization conducted an in-depth study on worker beliefs and
their effect on a profitable, productive workplace. The data was based on
more than 100,000 employees from multiple industries. Twelve specific
beliefs were identified. Analysis proved that these employee attitudes had
a measurable impact on profits, productivity, employee retention and
customer loyalty.
The twelve belief statements from the most satisfied,
productive employees are:
- I know what is expected of me at work.
- I have the materials and equipment I need to do my work right.
- At work, I have the opportunity to do what I do best every day.
- In the past seven days, I have received recognition or praise for my work.
- My supervisor, or someone at work cares about me as a person.
- Someone at work encourages my development.
- In the last six months, someone has talked to me about my progress.
- My opinions seem to count.
- The purpose of my company makes me feel my job is important.
- My fellow employees are committed to quality work.
- I have a best friend at work.
- This last year, I had opportunities at work to learn and grow.
Most of these beliefs are directly affected by the leadership style of the
manager or supervisor. Read them again. They are not complicated. They
are not difficult to grasp. They are rather easy to put into practice. The
results might amaze you. For example, work groups that have these positive
attitudes are 50 percent more likely to develop long-lasting customer
loyalty. They are 44 percent more apt to produce above average
profitability. Turnover is also lowered. Not a bad reward for a little
improvement in leadership style. Proper training can produce effective
leaders. Effective leaders produce enthusiastic, productive employees.
Satisfied employees produce satisfied customers. Happy customers lead to
profits and growth. Package that in the bottle and use it every day.
Tom Welch is "America's Career Coach" a workplace expert, speaker and author
of WORK HAPPY LIVE HEALTHY, the ultimate guide for career changing and job
searching. E-Mail him at twelch@workhappy.com. For a FREE REPORT on "How
to Stand Out, Get Promoted, and Make More Money ," visit www.workhappy.com.
