"How can I be sure that my top performers will NOT leave my company?"

I want you to think about one of the top performers of your team.

Now imagine that another company makes them an offer they can't refuse.

And they say yes.

On one hand, finding a replacement will set you back around 150% of that employee's annual salary, according to Gallup.

On the other, you'll need to handle the hit on productivity, morale and the time it takes for the new hire to reach maximum output.

Wouldn’t it be better to prevent this from happening?

That's what the Knesix Method is all about.

There are many reasons why people voluntarily leave.

Retirement, relocation, career growth opportunities, workplace stress, bad management, and so on.

Some reasons, you can't control.

So let's focus in what you can influence, that is: employee experience.

Around 25% of employee turnover is about their experience as members of your tribe.

We all want to be a part of a tribe; to belong to a group that is bonded together as parters helping each other to reach a common goal.

Comrades that not only push your abilities to test, but also support you as well.

But sometimes, in any job and due to everyday stress, personal conflicts, maybe a sense of isolation and other factors, we lose that feeling of belonging along the way.

And when that trust begins to fade away, there's no raise, there's no bonus, there are no benefits that can bring your spirit back.

And that's when they begin to look for other options. 

What went wrong?

This scenario is not uncommon; it can push employee turnover up 30%. When you consider the costs implied, you realize it's no expense you can brush off easily.

But it can be prevented, and that's where the manager's role comes in.

If we want to belong to a tribe, then departments are the most intimate ones at your company; Managers and Directors become effectively Tribe Leaders.

As such, it's their duty not only to maximize output, but also to look after their tribe members.

But how could they do that with an already overcrowded schedule?

Sadly, Tribe Engagement is not a KPI you can measure easily.

Employee Turnover definitively is.

But you can't afford to wait until it happens, and God Forbid, it's one of your superstars.

That's why your company's culture must become a source of inspiration for everyone; and your managers and directors become the beacons of a truly engaging work experience.

That's why they must become Mentors.

Your top performers earned that title by going the extra mile.

They expect you to do the same.

Nobody pushes their limits every week just for the sake of their job. Those are the ones that put their whole spirit at it.

Wouldn't it be logical to think that they expect the same from their leader?

They would want someone that not only fills their position; They'll want someone who actually cares about them, about their goals and aspirations... and strive to see them fulfilled.

"Leaders help followers become leaders themselves", that's a sentence we hear often.

That's why one of the Manager's hat is: Mentoring.

One of the main predictions of voluntary turnover, is employee engagement.

Look at the questions Gallup uses for their Q12 index of employee engagement:

1. Do you know what is expected of you at work?
2. Do you have the materials and equipment to do your work right?
3. At work, do you have the opportunity to do what you do best every day?
      4. In the last seven days, have you received recognition or praise for doing good

      5. Does your supervisor, or someone at work, seem to care about you as a person?
      6. Is there someone at work who encourages your development?
      7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is important?
9. Are your associates (fellow employees) committed to doing quality work?
10. Do you have a best friend at work?
      11. In the last six months, has someone at work talked to you about your progress?
      12. In the last year, have you had opportunities to learn and grow?

As you can see, at least half of those questions are directly related to the Manager's role as a Mentor; so not actively engaging that role pushes a 50% higher probability that employees will consider voluntary turnover.

  • Hard numbers fact: The U.S. Bureau of Labor Statistics has found that the U.S. voluntary turnover rate is 23.4% annually.
  • It's generally estimated that replacing an employee costs a business one-half to five times that employee's annual salary.
  • So, if 25% of a business' workforce leaves and the average pay is $35,000, it could cost a 100-person firm between $438,000 and $4 million a year to replace employees. (Gallup, 2008)

Managers must be Mentors. That's out of the question.

There are three essential skills they would have to develop and apply them as soon as possible:

  • Active listening

    It's not enough to pay attention to people when talking; We use many channels to convey our message, so it's critical to understand body language, the words chosen, voice tone and volume and the subtle emotional expressions of the face.

    It's well known that we use our whole body to communicate, so it's safe to assume that people really feel that we are paying attention to them when what we say is congruent with all their signals.

    Also, when we 'catch' a feeling of distress, it's important to have subtle questioning skills to let them open themselves.

    For all this to happen, we need to build rapport and empathy first.

    Know how to inspire

    Once we have the full emotional picture of each one of our employees, we can tell what moves them; Each person is moved and motivated by their own goals, so a Mentor must address each one of them personally.

    When you pinpoint what is the emotional driver for a person - For example: family time, professional development or financial security - you can choose the right narrative to inspire them.

    Inspiration doesn't have to be something ethereal; in fact, it's going to be the bridge between the employee's goals, emotional triggers, and the company's mission. And the easiest way to wrap this message is with storytelling.

    #### Convey the message with impact

    The third factor is being able to influence your employees with the right attitude: attuned to their emotions, their goals and letting they find out that you've been really listening to them, and want them to unleash their full potential towards their own goals, the team's goals and the company's.

    You imprint this idea in their hearts: that all three goals are aligned.

    And they're going to listen, because they trust you.