How to keep your employees happy and lower your turnover costs

I have explained my job and studies to many people over the last few years. I basically sum it up that I want to help make employees happy at work so they come back the next day. Some people look at me a little cross-eyed like I’m some feelgood hippie that just walks around with sage smoking in an office to ward off evil spirits. Many many many more people’s eyes light up and say something to the effect of “man we could use someone like you.” To the owners and managers out there, listen to your employees that want someone like me to help you help them. It’s not about being a feelgood hippie type. It’s about doing some simple things to set yourself and employees up for success. Just think of all the things you have to do if they get unhappy and leave.

You spend money on the lost productivity of an unsatisfied employee or absent employee. You have to pay to advertise a new position availability if they leave or are fired. You have to train them, which again costs money and lost productivity from your trainer. Background checks and reference checks cost money. The time it takes to recruit and review resumes will have to come from somewhere (another loss in productivity and more money thrown away). Overtime to catch up on all that lost productivity. On top of the unanswered question of how many customers were alienated by an unhappy or overworked employee? These are all costs that can be minimized if you just do things right the first time.


1) Treat your employees like they deserve to be treated or like you would want to be treated. It’s the golden rule. Not hard. Let’s move on.

2) Train effectively. If you are going to take the time to train a new employee do it right the first time. Don’t waste your and their time as well as your money doing an ineffective job. By laying out the rules, regulations, expectations, and tools necessary for the new employee to feel comfortable and confident in their ability to do a good job for you. They will always have questions, that’s normal. But the more you can limit the 2nd guessing of themselves and of your company the better off they’ll be, the more confident in your decisions they’ll feel, and the more productive (ie more money they’ll make for you) they’ll be.

3) Be just and fair. I’ve written about this before ( but I can’t stress this enough. Everything else is derivative of this concept. Your training is derivative of justice. Promotions are derivative of justice. Bonuses are derivative of justice. Your feedback and employee reviews are derivative of justice. Etc etc. If you have an employee who feels they were passed over for a promotion because they were unjustly treated, the process for selection was bogus, or they weren’t even considered then guess what: They probably won’t work as hard or as long for you anymore. That isn’t to say you have to pander. People can handle being told “no” if it’s done fairly. If you need to take the time to sit down and discuss the decision process with them then it is well worth your time to do that. Which brings me to my last point…

4) Keep communication lines open. As I’ve told several managers at this point, there is no difference in what you say to your employees and your kids, just how you say it. Don’t condescend to your employee, but make sure they know exactly what it is that you want from them. Then give them the freedom to go do it (


Managers and parents: Why being a boss isn’t much different than being a parent

As I consulted for a local charter school a few months ago I was discussing different leadership techniques with the principal. He was wondering why he was having so much trouble getting everyone in line, to listen and respect his authority, to follow his direction, etc etc. He was having a difficult time with this which was posing problems for the entire school as everyone was off doing their own thing and didn’t really have a specific direction to go. So I ask what he was doing to get people to follow his lead. To get people to respect him. To get people to listen. To get people to know what they’re supposed to be doing. He responded by basically saying he let them figure it out for themselves. Hmmm. Not good.


Why would people listen to you if you’ve never expressed your desire to lead? Why would they trust you if you haven’t demonstrated you should be trusted or followed? He understood his lax style of leadership was the root cause of a lack of direction for the school and the teachers. He explained he did not want to come across as “mean” or “bossy” and so he never really did much to establish his leadership. This is something I run into a lot in managers. They compensate for not wanting to rule with an iron fist by being weak and acting like a doormat. When I explained that this would be a really bad way to parent his kids he understood.


There are many reasons why “management styles” and “parenting styles” have the same categories. “Authoritarian,” “Authoritative,” and “Permissive.” There isn’t much difference in how you should parent and how you should manage. In both cases you are expected to set up rules, regulations, boundaries, expectations, and let the child/employee explore how to get there. When mistakes are made, you help them to correct them. But there is a a great medium ground between being permissive and authoritarian.

Being a “permissive” parent is like being Deena Lohan or Lynne Spears. You set no ground rules, let the employee/child figure things out on their own and offer no guidance when things go awry. You want to be their friend more than their boss/parent. You are however, not there to hang out and be buddy-buddy with them. Your job is to lead and direct. To set rules and discipline when necessary. Without this direction, the employee/child will become maladjusted, immature, and entitled.

An “authoritarian” parent is kind of like an Ike Turner or Michael Lohan (understand why Lindsay is so screwed up). They rule with the aforementioned iron fist. It’s their way or the highway. They are strict and punishing when the rigid demands aren’t met. This leads to children/employees who are gun-shy, mistrustful, and apprehensive to make any decision for fear that they’ll get their heads bitten off.

The nice balance of these two is having and “authoritative” boss/parent. This is Ward Cleaver. This is someone who allows you to make mistakes and figure things out on their own but will rein you in when those mistakes are made and help you re-correct your path. Expectations are laid out, rules are established, but some leeway is given for you to figure out how to get there. Being a good boss or a parent should be the same. Give some direction, lay out to your employees/kids what you want from them, how to behave what the laws of the land are, but allow room for growth and exploration for your kids/employees.