ONE
Ask
WHAT KEEPS YOU?
Ponder this: Do you know what they really want?
When do you think most leaders ask questions like āWhat can I do to keep you?ā
Youāre right: itās in the exit interview. At that point itās typically too late. The talented employee already has one foot out the door!
Have you ever wondered why we ask great questions in exit interviews but neglect to ask early enough to make a difference? Love āem leaders do ask. They ask early and often, they listen carefully to the answers, and they link arms with their talent to help them get more of what they want, right where they are.
Conduct Stay Interviews
A crucial strategy for engaging and retaining talent is having conversations with every person you hope will stay on your team. We coined the term stay interview to describe those chats. If you hold stay interviews, youāll have less regrettable turnover and fewer exit interviews!
When we suggest asking employees why they stay or what would keep them, we hear, āYouāve got to be kidding,ā āIsnāt that illegal?ā or āWhat if they give me an answer I donāt want to hear?ā Managers dance around this core subject usually for one of three reasons:
ā¢ Some managers fear putting people on the spot or putting ideas into their heads (as if they never thought about leaving on their own).
ā¢ Some managers are afraid they will be unable to do anything anyway, so why ask? They fear that the question will raise more dust than they can settle and may cause employees to expect answers and solutions that are out of the managersā hands.
ā¢ Some managers say they donāt have the time to have these critical one-on-one discussions with their talented people. There is an urgency to produce, leaving little time to listen, let alone ask. (If you donāt have time for these discussions with the people who contribute to your success, where will you find the time to interview, select, orient, and train their replacements?)
Guessing Is Risky
What if you donāt ask? What if you just keep trying to guess what Tara or Mike or Akina really wants? You will guess right sometimes. The year-end bonus might please them all. Money can inspire loyalty and commitment for the near term. But if the key to retaining Tara is to give her a chance to learn something new, whereas Mike wants to telecommute, how could you ever guess that? Askāso you donāt have to guess.
Asking has positive side effects. The person you ask will feel cared about, valued, and important. Many times asking leads to stronger loyalty and commitment to you and the organization. In other words, just asking the question is an effective engagement and retention strategy.
How to Ask
How and when do you bring up this topic? How can you increase the odds of getting honest input from your employees? There is no single way or time to ask. It could happen during a developmental or career discussion with your employees. (You do hold those, donāt you?) Or you might schedule a meeting with your valued employees for the express purpose of finding out what will keep them. One manager sent the following invitation to give his key people some time to think and to prepare for the conversation:
Regardless of when you start this dialogue, remember to set the context by telling your employees how critical they are to you and your team and how important it is to you that they stay. Then find out what will keep them. Listen carefully to their responses.
He Dared to Ask
Charlie set up a meeting with his plant manager, Ken, for Monday morning. After some brief conversation about the weekend activities, Charlie said, āKen, you are critical to me and to this organization. Iām not sure Iāve told you that directly or often enough. But you are. I canāt imagine losing you. So, Iād like to know what will keep you here. And what might entice you away?ā
Ken was a bit taken abackābut felt flattered. He thought for a moment and then said, āYou know, I aspire to move up in the organization at some point, and Iād love to have some exposure to the senior team. Iād like to see how they operate, and frankly Iād like them to get to know me, too.ā Charlie responded, āI could take you with me to some senior staff meetings. Would that be a start?ā Ken said, āThat would be great.ā
Charlie delivered on Kenās request one week later.
What Ifā
What If You Canāt Give What They Want?
Most managers donāt ask because they fear one of two responses: a request for a raise or a promotion. They might not be able to deliver on those kinds of requests. Then what?
Next time a talented employee asks for something you think you might not be able to give, respond by using these four steps:
1. Restate how much you value them.
2. Tell the truth about the obstacles you face in granting their requests.
3. Show you care enough to look into their requests and to stand up for them.
4. Ask, āWhat else?ā
Hereās how the discussion between Charlie and Ken could have gone if Ken had asked for a raise.
Following Charlieās question about what will keep him, Ken replied immediately, āA 20 percent raise will do it!ā Now, some managers will say things like āAre you kidding? Youāre already at the top of your pay range.ā That response shuts down the dialogue and makes a key employee feel less than key. Charlie was ready for this possibility, though. Here is how he could have responded to Kenās request for a raise, using the four-step process.
1. āYou are worth that and more to me.
2. Iād love to say yes, but I will need to investigate the possibility. Iām honestly not sure what I can do immediately, given some recent budget cuts.
3. But I hear your request. Iāll run this up the flag pole and get back to you by next Friday with some answers and a possible time line for a raise.
4. Meanwhile, Ken, what else matters to you? What else are you hoping for?ā
Ken might have responded with his interest in getting to know the senior teamā and Charlie was ready to act on that one immediately.
Research shows clearly that people want more from work than just a paycheck. When you ask the question āWhat else?ā we guarantee there will be at least one thing your talented employee wants that you can give. Remember to listen actively as your employees talk about what will keep them on your team or in your organization.
GO TO
________________Understand
page 206 What If You Ask What They Want and They Say, āI Donāt Know?ā
Remember that this is not an interrogationāitās a conversation, and hopefully one in an ongoing series of conversations. Itās okay not to know. Some people will be surprised by your questioning and need some time to think about it. Let them think, schedule another meeting, and set the stage for an ongoing dialogue about your employeesā wants, needs, and career goals. Engaging and keeping your talent is a process, not an event.
What If They Donāt Trust You Enough to Answer Honestly?
Discussions like these build trust. Ironically, discussions like these require trust. If your employees are afraid to answer your questions for any reason, you may need to build a trusting relationship with them before you can expect honest, heartfelt responses. Try to discover why trust is missing in the relationship, and purposely act in trust-building ways. Seek help from colleagues, human resource professionals, or coaches.
What If They Question Your Motivation or Smile and Say, āWhat Book Have You Just Read?ā
Be honest. If youāre not in the habit of having dialogues like these, it could feel strangeāfor you and perhaps for them. Tell them you did read a book or attend a course about engaging talent, and you did it because they matter to you. Tell them you honestly want to hear their answers and you want to partner with them to help them get what they want and need. You might even choose to admit that the love āem approach sometimes feels awkward, even uncomfortable (like a new pair of shoes). That āname it to claim it,ā forthright action can be just whatās needed to build trust with the talent you hope will stay and play on your team.