7 Errors Leaders Make That Cost Them Employees

If employees leave the managers must invest time and money in hiring and informing new employees. This could slow productivity, which can negatively affect the final results.

Furthermore, high turnover may result in a loss of knowledge and experience that is costly and difficult to replace.

A successful leader creates a positive workplace atmosphere and creates a sense that employees are part of the team, which leads to greater job satisfaction and loyalty. This ultimately reduces the chance of employees leaving. Are you?

I’m sure you are, But are you doing all you can as a leader in order to keep your team members happy and productive?

Through investing in the development of their leaders,  managers can establish an environment that draws and retains top talent which could lead to increased efficiency, profitability, and the ability to compete.

If you’re seeking the training you need to develop your leadership and management abilities You should avail from our Results Driven Manager Training.

If managers can keep employees in the company, they can concentrate on other areas of their jobs, like advancement and development, instead of constantly replacing employees.

It’s much simpler to progress by working with team members who have experience. Therefore, managers must focus on enhancing their leadership in order to stop people from leaving the company, cut costs and increase efficiency, profitability, and competitiveness.
Employee turnover can lead to additional cost and work, as well as management burdens in many ways:

Consider the time-suck from the following points!

Training and recruitment: This can be expensive and time-consuming as the managers must put money into recruiting efforts, advertising, and hiring new employees.

Costs increase: Employee turnover can be costly since it demands managers to spend money to recruit, train and other costs that are associated with changing employees.

Lack of knowledge and experience: If experienced employees quit the company, managers might have to rely on less skilled employees to fill the gap and this can result in less productivity and lower quality of work.

When there is a loss in intellectual capital Managers lose information, skills, and expertise in the event that employees leave. This is costly and difficult to replace.

Often managers who have not worked on their leadership are playing from behind. There is pressure and deadlines, as well as the double-down on a management model based on command and control that isn’t working for everyone. Particularly the manager! A skilled employee who leaves will leave them in a worse position.

Morale is lower: High turnover can result in a sense of instability and unease among employees, leading to a decrease in morale and motivation. A large part of the low morale could be due to their stressed-out supervisor!

Administrative work is increased: Managers have to perform additional administrative tasks when employees quit, including changing records, sharing knowledge, and supplying references.

Effect on service to customers The high turnover rate can affect customer service as new employees might not be knowledgeable about the services and products offered by the company and could be slower to get to the speed of service.

Reduced productivity: High turnover can cause lower productivity because new employees need time to adapt and become fully productive.

That person who’s filled in for you for the past couple of years or more quits you. Naturally, you must replace them. This puts your productivity completely out of balance for a while to allow the replacement employee to gain experience and become proficient.

The human body goes through various stages as they gain new abilities and know-how. The transition from unconscious incompetence to conscious competence to unconscious competence is usually known as the curve of competence.

The initial stage, known as unconscious incompetence, occurs when the person is unaware of their incompetence or expertise in a specific field. They might not be aware they have to acquire a new skill. The next stage, conscious competence, occurs the moment when someone is conscious of their inadequacy or ability and is actively working to enhance their skills. They might have to consider and apply the knowledge they’ve learned, but they are progressing.

The last stage, known as unconscious competence, is when a person has internalized the information or skill, and it becomes second nature for them. They are able to perform the task or master it without even thinking about it. This method is applicable to every aspect of growth, whether it’s a technical ability or a soft skill such as leadership or communication.

The length of time it takes for an individual to go from being incompetent to unconscious competence can differ according to the person and the job or skill they’re trying to master. Aspects like prior knowledge, as well as the aptitude and level of the skill, contribute to the time it takes to attain unconscious competence

It can take anything from a couple of weeks to a few months to achieve consciousness-based proficiency. If, for instance, you are learning brand new software, it could require a couple of weeks to get proficient enough to be able to use it for a specific job. It could take some time to become an expert user and utilize all of the features of the software.

The process of becoming unconscious could take longer because it involves absorbing the skill or knowledge and making it part of one’s normal behavior. It could take a few months, or perhaps years certain individuals to attain this level. For instance, learning the language of your choice can take many years of study and practice.

In general, employee turnover could cause additional work and expense managers money in terms of recruiting and education, losing experience, lower morale, more administrative workload impacts upon customer services, higher expenses and lost intellectual capital, and a decrease in productivity.

“People don’t leave bad jobs; they leave bad bosses.”

And I guarantee those bosses the employee deems unsuitable for them do not mean to.

They don’t get up in the morning with the mindset of going in and being disappointed that their employees are not being the leader they need. They don’t know what they don’t know. This podcast is for anyone who wants to be a better boss due to all the pain points I just listed.

51% of employees are deemed as “not engaged” or unhappy or unsatisfied with their work, as per Gallup’s survey for 2021

Unhappiness is the primary reason that employees leave companies. What exactly triggers employees to be unhappy? There are a variety of factors that come into the mix that lead people to believe that they would do better working somewhere else.

The decision to quit an organization isn’t made overnight. The circumstances have been in place for quite a while, slowly draining employees’ energy and motivation to bring their best to work daily.

So, let’s get to the reasons!

LACK OF APPRECIATION

Many people spend a significant amount of their time working, and if they have the impression that they’re not receiving enough respect, it can gradually drain their enthusiasm and motivation to do their best. This lack of appreciation could be manifested in many different ways. The lack of recognition for their achievements is an important illustration.

When we’re hard at work and putting in a good effort, and no one is paying attention, it stifles our motivation to be able to accomplish more. Another problem is a lack of concern or attention to our passions, talents, or lives beyond work.
When we spend so much time at work, we expect others to take an interest in us as unique individuals with special talents, needs, struggles, and home situations. And we want the people we report to support us when we are going through difficult times.
“When workers feel that they have a real feeling of connection with their leader, their job, and the business, they become more effective communicators and collaborators and are more enthusiastic.

Showing appreciation can literally cost you or the company zero!

It is a simple change of habit. Stop being buried in work and with your head down. Get into the habit of managing and leading by walking around.

• Set an alarm clock if you wish. Make a habit of doing something to get yourself to rise, walk out, and visit with people. and say hi. Ask how they’re doing.
• Is there anything you need or anything I can do for you? If they ask for something by God, do it. You have to follow through with any requests, or you will stop hearing from them in time. Losing the connection and breaking the trust.
• Thank them, and continue the great work. As I’ve shared numerous times, you must be able to catch them in the act and let them know that you have seen it, and they will know that you are aware of it.

Being able to please you and receiving acknowledgment for their work, even if it’s simply performing their duties, are crucial for being a successful leader.

Are your expectation standards determined by how you go at things? That could be a set of standards that are too high. They rarely will approach work the way you do, rarely will. Be real. Your own high standards are probably one of the main reasons for you to be in the position of management.

They simply want to be able to perform their job well, and few want to be promoted. However, they would like to be acknowledged for their work. They want to simply be recognized for what they are doing. accomplishment or work standard

ONE-SIZE-FITS-ALL STAFF APPRECIATION

A lot of companies offer employees Appreciation Day every year or every quarter, where everyone is recognized and treated in the same way.

They then mistakenly pat themselves on the back for doing their appreciation thing. Well, the appreciation day is nice but falls far short of what employees need to feel appreciated, connected, aligned, and motivated.

The problem is that not everyone has the same skills, contributes equally, or regularly brings the same effort.
Receiving the same recognition as someone who does the least work possible upsets those who go above and beyond, bring extra enthusiasm to their work, and give their best every day. Don’t give out “Participation Trophies”.

As you are aware American business is usually managed in a system of meritocracy. Credit the team members who merit praise for doing more than they can. These things cost nothing. Simple is usually more effective. You just need to be sincere and thoughtful.
Not only should people be recognized for their achievements, but they also should be able to communicate how they wish to be recognized. In my course on how to be an inspirational leader, I share how important it is to get to know people in order to appreciate them in a way that powerfully connects with them.

There are a variety of ways that managers can show appreciation for their employees.

Here are some examples:

1. Offer written or verbal acknowledgment: Acknowledge good work and effort in front of others, or send an email or note to thank an employee for their contributions.
2. Provide opportunities for professional development: Offer mentorship, training, and career advancement opportunities for employees to improve and grow in their careers.
3. Offer raises, bonuses, or other financial incentives: Give employees tangible financial rewards for their dedication and hard work. You must be sure to pay your employees fairly. A few dollars saved in today’s hot and competitive job market could set you on the path to failure. The tiny amount people pay in market wages is compensated by improved morale retention and higher productivity.
4. Flexibility: Allow employees to be flexible with their schedules or work schedules when it is feasible to show you care about their well-being and balance of life at work.
5. Time off for employees: Reward employees with additional time off or paid leave to express your gratitude for their efforts. This, in the modern world, is extremely valuable. Consider the benefits of working remotely a couple of times a month or a four-day week work week over the course of the duration of a month. Perhaps you could also take advantage of an additional PTO
6. Offer gifts to employees: Give employees a small present or gesture of appreciation for their efforts, like a gift card or a personal thank-you card.
7. Recognize publicly: Acknowledge an employee’s excellent work in the company’s external or internal communication channels. People feel so energized when they hear their name or compliments from their bosses or boss their boss.
8. Personal Reward: The manager can tailor the recognition to be specifically for the employee and their job.
9. Recognize appreciation in a way that is relevant to the employee: Certain employees would prefer recognition in public, while other employees prefer private recognition. Find out how the employee would prefer to be recognized and show it this way.

UNFAIRNESS AND FAVORITISM

Although there are different levels of expertise and responsibilities in organizations, we would like the same standards for promotions as well as guidelines for conduct to be equally applied to all employees within the company.

Few things can be as disturbing as when top management doesn’t follow the rules of the organization they’re supposed to follow.
Another source of friction that hinders performance is when people believe that promotions are in accordance with favoritism instead of meritocracy.
The anger and resentment resulting from these acts or even the perception of them create an unhealthy culture that leads good people to flee.

ALLOWING NO AUTONOMY OVER THEIR WORK

In order to feel fulfilled in our work, we need to have some say in what our work looks like. Whether we have a choice on what we work on, have a say in company goals, or have a say in work-related decisions, we need to have choices to feel fulfilled in our careers

The most productive work occurs in situations where leaders trust us with knowing what we need to do, and they can count on us to execute it effectively.
Managers who are guides and coaches – and who are available for employees who have issues will have their employees perform better than managers who control their staff and give their employees little freedom in their job.

Empowering employees means giving them the power and resources they require to make their own decisions, resolve issues, and take responsibility for their job.

Here are some strategies employers can support their workers:

• Let employees make their own decisions and resolve issues by themselves within the confines of their job.
  Help them resolve their own issues by answering the questions they ask with “What do you think is the best way?” or something similar to that. Don’t simply answer their question!
• Give support and resources: Make sure employees have the training, tools and tools they require to perform their job effectively.
• Communicate honestly and openly: encourage honesty and open communication, and actively take note of employees’ comments and suggestions.
• Encourage experimentation and innovation: Allow employees to explore new approaches and ideas and encourage them to take a risk.
• Encourage collaboration and participation: Involve employees in making decisions and solving problems, and provide opportunities for them to collaborate on initiatives and projects.
• Lead by example: Demonstrate the behavior and attitudes you would like to see from your employees, and as an example of empowerment in your actions and decisions.
• Share authority and power of decision-making: Share decision-making power and authority with employees. Delegate the responsibility and accountability of particular projects and tasks.
• Reward and recognition for the initiative: Encourage employees to be proactive and to recognize as well those that show it. Remember the behavior you want to see.

In the end, empowering employees is a constant process that requires managers to establish an environment of open communication, trust, as well as mutual respect.

SHOWING NO INTEREST IN EMPLOYEES’ PASSIONS

Managers who expect their employees to perform their duties without thinking about what they’re interested in miss the opportunity to tap into their passions, thus losing their staff. It requires effort, work, and time to get acquainted with people to uncover their passions.

Many workplaces do not want to learn. In the end, those who believe that workers are employed solely to fill in a job and shouldn’t be allowed to pursue their passions at home will see significant changes in their teams. After a certain period, the team members are likely to consider other businesses with an employee-first attitude.

On the other hand, those companies that put in efforts to make the connection between their workers’ work and their interests will experience an improvement in productivity, better levels of satisfaction with work, and a better overall workplace.

In that regard, I suggest using the DISC Behavioral Assessments. Using this useful tool makes it possible to ensure that employees are employed in roles in which their talents and personalities shine, and also ensure the employee’s longevity and their job and the overall effectiveness of the business.

A LACK OF MEANING

The millennial generation is popular for their desire for their jobs to have meaning and to feel they have made an impact. The previous generations also wanted this, but chose to settle for less since they believed that the workplace was not the best place to make this feasible.

Nowadays, millennials have become an integral part of the workforce and are rising up to high-level roles. In the last few years, companies have begun to be aware.

They must formulate a plan and communicate it to their employees to ensure that everyone knows what they can do to make an impact.
Everyone would like to feel proud of their job and of the company they serve. This will become more crucial as the younger generation, which is crucial to the success of an organization.

There are many ways to foster an emotional sense of belonging for employees.

• It is important to communicate the company’s goals and values clearly: Employees must understand how their work fits into the larger scheme of things and how it contributes to the organization’s overall goals.
• Provide opportunities for collaboration and teamwork: Then encourage employees to collaborate in projects and initiatives and acknowledge and reward Team successes.
• Create a sense of community: Organize events for social gatherings, employee recognition programs, and volunteer opportunities to create connections and foster a sense of friendship.
• Give opportunities for development and growth: Offer training, mentorship, and career progression opportunities to make employees feel more involved in their professional growth.

As a last tip, please take a moment to consider how one or two of the suggestions I mentioned would be logical. Note them down. Develop an action plan and a timeline. You must then commit to adopting this habit that will help you be the most effective manager and leader you can be.

SHOWING NO INTEREST IN EMPLOYEES’ PASSIONS

Managers that expect employees to do their jobs without considering what they are passionate about miss out on harnessing those passions and alienating their people. It takes work, effort, and getting to know people to discover their passions.
Unfortunately, many workplaces don’t have the desire to find out. As a result, those who believe employees are hired simply to fill a position and should leave their passions at home will find significant turnover among their teams. After some time, these team members will be looking at other companies known for an employee-first culture.

However, companies that take the time to discover the connection between their people’s jobs and their passions will experience an improvement in productivity, better levels of job satisfaction, and a more positive workplace overall.

To that end, I recommend utilizing DISC Behavioral Assessments With this valuable tool, you can ensure employees are in roles where their skills and personalities can shine and ensure the longevity of the employee and their employment as well as the performance of the organization.

As a final takeaway, please stop and consider what one or two of these suggestions I shared make sense for you to adopt. Write them down. Create an action plan and timeline. Then commit to adopting this new beneficial habit to be your best boss and leader.

Learn More About Our Online Training Courses

Contact Vaughn@rdltraining.com for a Free Consultation