(Part 2) How the CEO Should Stem the Tide of the Disruptive “Great Quitting Trend!”

Last week, we presented several alternatives of what leaders can do right now for their departments to address the great quitting trend. These all pivoted around utilizing hard skills of leadership management instead of soft skills.

?Last Friday I posted a newsletter which identified Part 1 of what the CEOs and executives should do for their entire companies, and it registered the most impressions on LinkedIn that I have ever recorded, 1,752 impressions. The following is Part 2 of that edition.

What should CEOs do to address the great quitting trend in their company?

Quitters say they are not having any fun on the job!

In Part 1 of the CEO role in addressing the great quitting trend, we identified some operational maneuvers which also compliments what a CEO should do in going into a recession.

First, Transform your company’s management process from Operational Management to Strategic Management. Your teams will have more fun. That’s one reason so many key employees are quitting operationally managed companies.

Strategic Management brings fun to the entire company and creates a tra making decisions on accountable tasks. That puts the fun back into coming to work!

Second, Transform your company’s everyday workloads to the Chick-Fil-A approach.

“I realized I’m asking a ton of these folks. They’re literally working 70 hours a week, week in and week out.” This CEO condensed their week-long schedules into three-day blocks of 13 or 14-hour shifts, with 18 store leaders and approximately 20 front-line workers agreeing to participate in the three-day block schedule that gave them four days off while still achieving full time hours.

Why can’t you do something like this? While letting your team be in charge of policing it? You can!?But it takes implementing the hard skill competencies of accountability and metrics.????????????????????????????????????????????????????????????????????????????????????????????????????????????????

Third, Implement “summer hours” throughout the entire year, and create a system of “flex hours” for the employees and managers.

Many of your companies normally begin “summer hours” around Memorial Day and go back to regular hours after Labor Day. Summer hours have various ingredients but most allow the employee to work 40 hours, but Monday through Thursday the employee works 9 hours per day, but only works four hours on Friday.

This permits the individual to spend 40 hours on the job but still have an amount of time consistently where they can spend additional time on themselves.

Take summer hours one step forward, by implementing them ongoing throughout the year.

?Fourth, Instead of a subjective reward system based on a leader’s evaluation, establish a Pay For Performance model based on a Department and Individual’s results accomplished.

Too often, the company has some sort of “subjective” bonus system for employees and managers, which is a subjective nightmare. It usually involves situations in which some of the higher ranked individuals receive a payout but are not really pulling the wagon. They are sitting in the wagon while others are pulling it.

Pay for performance represents an “objective” approach to pay more to the people who are actually pulling the wagon than those riding in the wagon, but at all levels. It is a common occurrence in strategic managed companies.

Fifth, Implement a program of 2-3 week Sabbaticals for all employees, based upon the number of years of service.

The main purpose of this program is to keep your outstanding employees from quitting or leaving and, secondarily, to provide this as an incentive for hiring good people for the long term. It is easy to implement, but usually requires various exceptions to get started.

This program is specifically important with a Pay-For-Performance incentive program, and an employee must take all sabbatical weeks together, away from the job and office.

As I discovered with my clients, we bring the great quitting trend on because an individual is not having any fun on the job, and the CEO’s Leaders are not managing properly, allowing everyone to be accountable and make important decisions in their positions.?

An astute CEO should address the quitting trend by transforming the processes of the company, and the most important of my recommendations is to transform the company from an operational managed entity to a strategic managed one, where everyone enjoys coming to work.

I can help you in accomplishing that.

Suivez-Moi!

GW