Loyalty is earned (and lost) mostly by leadership action
Approximately 25% of employees do not feel loyal to their current employer. Around 20% say they are likely to leave their current position to change jobs within a year. These disturbing figures come from a recent CareerBuilder.com survey of HR professionals and hiring managers. Although I am not completely surprised by them, the percentages warrant leaders’ attention.
Ongoing recruitment, training and retention are costly endeavors for any business. In addition, disengaged employees erode morale, productivity and profitability. Like one bad apple in a dish, their attitudes tend to be infectious, spreading negativity to fellow employees, further exacerbating the problem and escalating the overall damage. Far too many employees spend their lives in a state of more-or-less comfortable misery. Something really must be done about this issue.
Poor leaders make for disloyal, disengaged teams
The top reasons listed for disloyalty in CareerBuilder.com’s survey were:
- “I don’t feel my employer values me” (61%)
- “My efforts are not recognized or appreciated” (52%)
- “My employer doesn’t pay enough” (51%)
- “Not enough career advancement opportunities” (44%).
The survey shows plainly that employee dissatisfaction can be attributed primarily to leadership skill and effectiveness. These are all issues over which we as leaders exercise either control or influence and it’s critical that we manage them purposefully and proactively.
Of course individuals play a role and must assume some level of responsibility for their own satisfaction; but the reality is that it is up to those of us who hold leadership positions to act effectively, intelligently and passionately and thus inspire our teams to respond in kind.
Putting leadership right
All effective leaders have to connect with their teams; success depends on it. Michael Stallard captures the concept well, stating that:
“Unless the people in an organization have a strong sense of connection—a bond that promotes trust, cooperation, and esprit de corps—they will never reach their potential as individuals, and the organization will never reach its potential.”
He suggests that we:
- Make a human connection with as many people as possible
- Treat and speak to employees as partners
- Help employees find the right roles
- Educate, inform, and listen to employees
- Decentralize decision making
- Recognize the human need for work/life balance
Lead with passion and purpose for engagement and long term satisfaction
How are you encouraging loyalty in your team? What are your retention rates and trends? When teams are feeling invested, the end results extend far beyond individual performance. The converse is also true. People who don’t feel trusted and valued will do little more than go through the motions—sometimes not even that.
While you can’t fully control the decisions individuals will make, you can be mindful of the dynamics that foster satisfaction and retention, and proactively employ them with your team. Inspiring loyalty isn’t difficult, though it does require awareness and commitment. Doing so will profit everyone in the end. Be sure to help all of your ‘village members’ actively manage their careers.
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