Eric Jacobson On Management And Leadership

Don't be the guy in the picture when an employee leaves your company. Instead, conduct exit interviews and surveys. Leigh Branham  explains in his book,  The 7 Hidden Reasons Employees Leave , what the most favorable conditions are for conducting the interviews and surveys. And, if you need convincing to read the book, take a look at these 11 best reasons for listening and gathering the data when an employee leaves : Bringing any "push-factor" root-cause reasons for leaving to the surface. Alerting the organization to specific issues to be addressed. Giving the employee a chance to vent and gain a sense of closure. Giving the employee the opportunity to provide information that may help colleagues left behind. Providing information about competitors and their practices. Comparing information given with the results of past surveys and employee data. Detecting patterns and changes by year or by quarter. Obtaining information to help improve recruiting. Possibly heading off ...

Overland Park, Kansas-based author  Leigh Branham , along with Mark Hirschfeld, awhile back completed a survey of 10,000 employees in 43 states to better understand what separates a "best places to work" company from other companies. What Branham and Hirschfeld discovered is that the best companies use six "universal drivers" that maximize employee engagement: Caring, Competent, and Engaging Senior Leaders Effective Managers Who Keep Employees Aligned and Engaged Effective Teamwork at All Levels Job Enrichment and Professional Growth Valuing Employee Contributions Concern for Employee Well-Being Branham also explains that to get the best from your employees you need to re-engage them. You can learn more about how to do that in his book,  Re-Engage .

Overland Park, Kansas-based author Leigh Branham, along with Mark Hirschfeld, awhile back completed a survey of 10,000 employees in 43 states to better understand what separates a "best places to work" company from other companies. What Branham and Hirschfeld discovered is that the best companies use  six "universal drivers" that maximize employee engagement : Caring, Competent, and Engaging Senior Leaders Effective Managers Who Keep Employees Aligned and Engaged Effective Teamwork at All Levels Job Enrichment and Professional Growth Valuing Employee Contributions Concern for Employee Well-Being Branham also explains that to get the best from your employees you need to re-engage them. You can learn more about how to do that in his book,  Re-Engage .

I had the pleasure of interviewing Overland Park, KS-based author Leigh Branham a few years ago.  He's the author of three best-selling books, including,  Re-engage  and  The 7 Hidden Reasons Employees Leav e . When asked what are the most important skills a leader should have to effectively lead, he offered this good advice: Vision Integrity Courage Authenticity In addition, he suggests that to be effective a leader should have: the ability to face and address unpleasant realities the willingness to welcome disagreement and open discussion the ability to open up and field tough questions the balance to be both tough and tender minded the ability to adapt oneself to the needs of those being led Most important, according to Branham, is a leader should have authenticity and courage.

I had the pleasure of interviewing Leigh Branham over the past few years. He's the author of the popular book called,  The 7 Hidden Reasons Employees Leave . He told me that in research that he has done about the leaders of companies that have won " Best-Place-To-Work " competitions in 45 U.S. cities, that there are  six things these effective leaders do that don't cost money . They do, however, cost time and effort. But, that is time and effort that can pay big dividends. Here are the six things you can do : Make the commitment to create a great place to work. Inspire employee confidence in decisions and clear business direction Work to build trust based on honesty and integrity Practice open, two-way communication, especially in times of uncertainty Look out for the organization before you look out for yourself Believe employees should be developed and retained; not burned out and discarded Thanks for these great leadership tips, ...

I had the pleasure of interviewing Leigh Branham over the past few years. He's the author of the popular book called,  The 7 Hidden Reasons Employees Leave . He told me that in research that he has done about the leaders of companies that have won " Best-Place-To-Work " competitions in 45 U.S. cities, that there are  six things these effective leaders do that don't cost money . They do, however, cost time and effort. But, that is time and effort that can pay big dividends. Here are the six things you can do : Make the commitment to create a great place to work. Inspire employee confidence in decisions and clear business direction Work to build trust based on honesty and integrity Practice open, two-way communication, especially in times of uncertainty Look out for the organization before you look out for yourself Believe employees should be developed and retained; not burned out and discarded Thanks for these great leadership tips, ...

Overland Park, Kansas-based author Leigh Branham, along with Mark Hirschfeld, awhile back completed a survey of 10,000 employees in 43 states to better understand what separates a "best places to work" company from other companies. What Branham and Hirschfeld discovered is that the best companies use  six "universal drivers" that maximize employee engagement : Caring, Competent, and Engaging Senior Leaders Effective Managers Who Keep Employees Aligned and Engaged Effective Teamwork at All Levels Job Enrichment and Professional Growth Valuing Employee Contributions Concern for Employee Well-Being Branham also explains that to get the best from your employees you need to re-engage them. You can learn more about how to do that in his book,  Re-Engage .

I had the pleasure of interviewing Leigh Branham over the past few years. He's the author of the popular book called,  The 7 Hidden Reasons Employees Leave , and he's the owner of the Overland Park, KS-based business called  Keeping The People . He told me that in research that he has done about the leaders of companies that have won " Best-Place-To-Work " competitions in 45 U.S. cities, that there are  six things these effective leaders do that don't cost money . They do, however, cost time and effort. But, that is time and effort that can pay big dividends. Here are the six things you can do : Make the commitment to create a great place to work. Inspire employee confidence in decisions and clear business direction Work to build trust based on honesty and integrity Practice open, two-way communication, especially in times of uncertainty Look out for the organization before you look out for yourself Believe employees should be deve...

Overland Park, Kansas-based author Leigh Branham, along with Mark Hirschfeld, awhile back completed a survey of 10,000 employees in 43 states to better understand what separates a "best places to work" company from other companies. What Branham and Hirschfeld discovered is that the best companies use six "universal drivers" that maximize employee engagement: Caring, Competent, and Engaging Senior Leaders Effective Managers Who Keep Employees Aligned and Engaged Effective Teamwork at All Levels Job Enrichment and Professional Growth Valuing Employee Contributions Concern for Employee Well-Being Branham also explains that to get the best from your employees you need to re-engage them. You can learn more about how to do that in his book,  Re-Engage .

Overland Park, Kansas-based author Leigh Branham, along with Mark Hirschfeld, awhile back completed a survey of 10,000 employees in 43 states to better understand what separates a "best places to work" company from other companies. What Branham and Hirschfeld discovered is that the best companies use  six "universal drivers" that maximize employee engagement: Caring, Competent, and Engaging Senior Leaders Effective Managers Who Keep Employees Aligned and Engaged Effective Teamwork at All Levels Job Enrichment and Professional Growth Valuing Employee Contributions Concern for Employee Well-Being Branham also explains that to get the best from your employees you need to re-engage them. You can learn more about how to do that in his book,  Re-Engage .

Overland Park, Kansas-based author Leigh Branham, along with Mark Hirschfeld, awhile back completed a survey of 10,000 employees in 43 states to better understand what separates a "best places to work" company from other companies. What Branham and Hirschfeld discovered is that the best companies use six "universal drivers" that maximize employee engagement: Caring, Competent, and Engaging Senior Leaders Effective Managers Who Keep Employees Aligned and Engaged Effective Teamwork at All Levels Job Enrichment and Professional Growth Valuing Employee Contributions Concern for Employee Well-Being Branham also explains that to get the best from your employees you need to re-engage them. You can learn more about how to do that in his book,  Re-Engage .

I had the pleasure of interviewing Leigh Branham over the past few years.  He's the author of the popular book called,  The 7 Hidden Reasons Employees Leave , and he's the owner of the Overland Park, KS-based business called  Keeping The People . He told me that in research that he has done about the leaders of companies that have won " Best-Place-To-Work " competitions in 45 U.S. cities, that there are six things these effective leaders do that don't cost money .  They do, however, cost time and effort.  But, that is time and effort that can pay big dividends. Here are the six things you can do : Make the commitment to create a great place to work. Inspire employee confidence in decisions and clear business direction Work to build trust based on honesty and integrity Practice open, two-way communication, especially in times of uncertainty Look out for the organization before you look out for yourself Believe employees sh...

Overland Park, Kansas-based author Leigh Branham , along with Mark Hirschfeld, awhile back completed a survey of 10,000 employees in 43 states to better understand what separates a "best places to work" company from other companies. What Branham and Hirschfeld discovered is that the best companies use six "universal drivers" that maximize employee engagement: Caring, Competent, and Engaging Senior Leaders Effective Managers Who Keep Employees Aligned and Engaged Effective Teamwork at All Levels Job Enrichment and Professional Growth Valuing Employee Contributions Concern for Employee Well-Being Branham also explains that to get the best from your employees you need to re-engage them. You can learn more about how to do that in his book,  Re-Engage .

Overland Park, Kansas-based author Leigh Branham, along with Mark Hirschfeld, awhile back completed a survey of 10,000 employees in 43 states to better understand what separates a "best places to work" company from other companies.  What Branham and Hirschfeld discovered is that the best companies use six "universal drivers" that maximize employee engagement: Caring, Competent, and Engaging Senior Leaders Effective Managers Who Keep Employees Aligned and Engaged Effective Teamwork at All Levels Job Enrichment and Professional Growth Valuing Employee Contributions Concern for Employee Well-Being Branham also explains that to get the best from your employees you need to re-engage them. You can learn more about how to do that in his book, Re-Engage .

Don't be the guy in the picture when an employee leaves your company.  Instead, conduct exit interviews and surveys. Leigh Branham explains in his book, The 7 Hidden Reasons Employees Leave , what the most favorable conditions are for conducting the interviews and surveys. And, if you need convincing to read the book, take a look at these 11 best reasons for listening and gathering the data when an employee leaves: Bringing any "push-factor" root-cause reasons for leaving to the surface. Alerting the organization to specific issues to be addressed. Giving the employee a chance to vent and gain a sense of closure. Giving the employee the opportunity to provide information that may help colleagues left behind. Providing information about competitors and their practices. Comparing information given with the results of past surveys and employee data. Detecting patterns and changes by year or by quarter. Obtaining information to help improve recruiting. Possib...

Over the past year, 1,000 people who left an employer told author Leigh Branham the reasons for why they left.   Those reasons, captured in a post-exit survey, contribute greatly to the new release of the second edition of Branham's best-seller, The 7 Hidden Reasons Employees Leave .       The original edition was based on feedback from nearly 20,000 surveys.    The updated book includes insights regarding some additional new survey questions , such as: Was there a triggering event? How long did it take until you actually left? What could your employer have done to make you want to change your mind and stay? Did you look for another job while still employed. Eye-opening highlights from the book reveal that: The cost of losing the average employee is one times their annual salary .  That means that  company with three hundred employees, an average employee salary of $35,000, and a voluntary...