Powershift – Why You Can’t Keep Employees

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We have witnessed many executives who are efficient (doing things right), but few executives are effective (doing the right things). We believe this is misguided and aim to remedy the shortfall with executives.

This is the 46th episode of the Effective Executive podcast. In this episode, Tripp Babbitt how getting and keeping employees is much harder and what to do about it. Download our Effective Executive Starter Kit.

Show Notes

[00:00:02]
The Effective Executive – Episode 46 – Powershift

[00:01:18]
Steve Cadigan Book – Workquake

[00:01:54]
No One Seems to Stay with an Organization Anymore

[00:03:32]
Your Company is Replaceable

[00:05:25]
Your Organizational Design and Mindset are Destroying Employees

[00:07:02]
A Whole New World

Transcript

[00:00:02] This is the 46th episode of the effective executive podcast and video. And this week, I wanted to cover this power shift that’s going on where it seems like organizations always had the power and now employees are wielding a lot of the power because organizations are having a hard time luring in employees into the organizations. And this goes well beyond just restaurants and some of the things we see on TV. But this has been something that’s been going on for I’ve talked about this with organizations for probably five years or longer that this was coming. And it’s going to to be kind of an eye opening experience, I think, for a number of organizations. And one of the reasons why I’ve been trying to get executives to move away from kind of their micromanagement, centralized planning ways is because employees are going to be wielding a lot of this power moving forward. And one of the people they listen to,

 

[00:01:18] I’m actually on ticktok and it’s a I don’t know if many of my listeners probably are not on ticktok. I’ve posted a few things. I’m still trying to find what message resonates from from my perspective. But on there is a gentleman by the name of Steve Cadigan and he is releasing a book next month, I believe he said August 3rd. That would be twenty twenty one called Work Week. And he’s talking about this kind of shift that I just mentioned.

 

[00:01:54] And employees are not staying with organizations very long, you know, used to be you’d go to work for an organization, you know, like my dad, you know, he went to an organization when he was 19 years old and retired when he was 65. Not too many people do that anymore. Matter of fact, I can’t think of any. But anyway, now it’s gone from five years down to four. It’s getting down to three. So we’re moving this job movement and this dissatisfaction with the way work has been put together is something that Steve talks about quite a bit in his tech talks. And I’m as he’s summarized his books, he talks about in his books and he talks a lot about culture. To me, that’s a little too esoteric. I don’t know what that means. You know, I go about it maybe a different way, but it’s hard to tell because I don’t know what it means to him. But regardless. The things he talks about are that you need to set up organizations to make their employees more employable, in other words, that you’re actually having a mindset of educating them even though they may leave, but that’s going to help keep them around at least longer. That should be a focus of organizations. He talks about that. Now, the shift that I just talked about, that companies are replaceable where it used to be.

 

[00:03:32] Know that that’s a change from when employees are replaceable. Remember, you always used to hear in organizations everybody’s replaceable. Well, that’s the way employees are viewing companies these days. So they will they being employees are going to move around unless you give them a reason to stay. And you need to be able to come up with a journey for them that helps involve them in your organization. Now, this conflict’s quite a bit with things that I’ve been talking about in all of my podcasts and and YouTube channel videos with regards to, you know, the micromanagement, the centralization of things and that you’re going to have to start moving away from from those things. And we see more and more of it, even at the political level, you know, in government and that type of thing. A lot of centralization going on, a lot of micromanagement. There’s a good scene by Herzberg, which is if you want people to do a good job, give them a good job to do. And this is a focus of what I’ve been concentrating on is how do we give workers a better job to do? How do you, as an executive, build an organization that people want to be a part of and minds not of? The excuse me soft skills are the more hard skills that keep people in an organization. So let’s walk through that a little bit and and break that apart.

 

[00:05:25] Analytical thinkers breed and analytical design to their organization, meaning we break the pieces apart and we’ve got the contact center over here and we got, you know, an operational area and we got finance and, you know, they’re all different. And they also compete with each other for different resources. And you’ve got sales in there, too. And really, one department doesn’t even understand one another, even at the team level. A lot of times you don’t have people being able to communicate because they don’t understand what Sales does and what they try to accomplish. And sales doesn’t understand what a context center person goes through. So we have this broken apart, what I call kind of mechanistic, or Taylor Ristic, we go back to Frederick Taylor and it features all of these things about micromanagement and management makes makes the decisions that workers do the work and, you know, there’s no overlap there. And the management’s going to, you know, change the job or add it or whatever it is to your particular job. And what needs to happen, especially in this new environment that we’re in, is that you need workers to control and design the work and you need management executives to remove the barriers to what they’re trying to accomplish. Now, you know, oh, well, we can’t give them that much control. Well, you know, they will learn.

 

[00:07:02] And you also come up with a better design organization for your customers and everything else if you go about it the right way. Now, I have a method that takes organizations through that in order to get there, to go from this kind of analytical world that you live in and to the synthetic or systems thinking type of world. But you’re going to need this synthetic, synthetic built organization so that the work isn’t you have people pegged just into a contact center and to sales or whatever, where they’re more aware of how the entire system operates and that it has a very defined purpose. You know, that they know what it is they’re trying to accomplish. They know what the things are are better. And that connection to the customer, even if you’re in finance or I.T. or whatever, understanding what a customer goes through in interacting with your organization becomes very important. And it also increases the satisfaction of employees when they see things. You know, and that’s one of the difficulties for a lot of contact centers. Contact center person gets a call. They work it up to a certain point, then they hand it off to somebody. There’s no finality for them. There’s no conclusion to that particular call. And that leaves you a bit unsatisfied. So that’s one of the big things is, you know, culture to me is about doing these types of things that you’re moving from an analytic to synthetic thinking organization and a synthetic design to organization that will allow employees to see more broadly what the organization is doing.

 

[00:08:58] So there’s one other thing that will keep employees engaged in your organization for longer periods of time, which is innovation, if you got an innovation system that allows employees to come up with ideas and, you know, everyone participates. You know, this renews the mind and helps people know that that their thoughts and some of the ideas that they have for an organization are being listened to rather than being cut off. So this is one of the things that, you know, I don’t talk much about maybe current events and probably should more this power shift that that’s changed and where organizations, you know, once yielded all the power and now, you know, that’s shifted. So hopefully you’ll get something out of this, I know this is a big deal for organizations, Steve Kerrigan’s book is is number one, you know, on the preorder list for leadership. And I think it’s it’s something that everyone should be looking at right now as well as well. There’s a lot of things going on. But, you know, with the economy and all of those types of things, but certainly getting employees in your organization is is certainly close to the top of that particular list.

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