It saddens me each time I hear of a BAM company losing a key “essential” employee. I know that sometimes, it works out for the best in the end for both, but sometimes, it creates unnecessary stress on the company and the departing employee. My thoughts recently turned to how to retain your best talent.
I know it is not popular today, but I admit I had one employer for 41 years. During that time, I was involved in three distinct sectors and considered departing on numerous occasions. What are some things and who were the people that made the difference?
Listen and recognize frustration or concerns
My first job overseas was in a school for expats, primarily missionary children in grades K-12. In my first year, I was frustrated with incompetent leadership and an irrelevant culture represented by out-of-date rules. It seemed I had little recourse and no listening ear. That is until a board member recognized my plight, and even though part of the establishment was willing to listen and begin to take action.
Give the person a place at the table
I was given an administrative role and the privilege of bringing my concerns to the table and a chance to plan for change. One of the first things we tackled were archaic rules for the high school students relative to dress, music, and communication. It gave me a feeling of inclusion and respect. Moreover, it was a little easier to tolerate other things, and I learned to hang in there and take one step at a time.
Provide opportunities for growth
One of Vice Principals at the time saw I had potential, and encouraged me to pursue an on-the-job external Master’s Degree being offered at different sites in South America. She even provided some funds in addition to encouragement. It allowed me to settle in during my second year and do something I loved in addition to teaching and some administration. Later on, I was chosen to fill in for the Principal while he was on a year-long furlough.
Allow for and encourage real problem solving.
I eventually became the headmaster of the school and served on the administrative council for the country. By this time, I knew enough to want to pursue significant issues going on corporately. The school was just one entity among many other sectors which involved about 120 expats working in the country. I well remember the President of the entity coming to me one day, acknowledging my frustrations, and appointing me the chair of an important committee, the Goals and Strategy Committee. It served me perfectly and allowed me to lead a real problem-solving team. It was that same insightful guy who opened the door for me to take his President role for the organization a few years later.
Watch for hidden skills
I admit that it was not easy to determine where I might fit in, as I was of a rather quiet nature, and did not readily put myself forward. However, there were leaders who pursued me below the surface to try to understand my God-given wiring. More than once, I sensed that someone more experienced in the country and in leadership was giving me small tasks while they watched to see how things developed.
I would like to think that I gave my best to this organization. After 21 years abroad, there was another twenty as VP of operations in the United States. They were fulfilling years, and I thank the several colleagues both in South America and in the US who practiced these and other ways of retaining talent for the long-term.
Larry Sharp, Director of Training, IBEC Ventures
Larry.Sharp@ibecventures.com