A couple of weeks ago a reader of the LeadershipBeyond newsletter wrote me the following:

In my past experiences involving leaving a job, I recollect leaving because of former bosses. Their management practices were questionable at times, interpersonal skills with their employees were next to non-existent, and their attention to positive detail involving workers’ productivity was something of a burden to them. I relate back to these thoughts because of my current employment. I really wanted to stay with my current organization because of the management and their ideas for the now and for the future. I did not want to leave, because of my bosses. The idea of wanting more involvement with my superiors sheds a true light on the idea of how much a boss can contribute to an employee’s self-worth within a company.

Creating a bond with those “beneath” you, if you will, can prove to be a vital source of success in all areas of life. Leadership, in my opinion, is not just about being in control; leadership is an opportunity. It is an opportunity to create something great. Whether that be a great business, a great working environment or a great friendship, just to name a few.

What a wisdom!

This email of the LeadershipBeyond-Ezine reader made me realize again two things:

Realization One:
How powerful and inspiring are you members of the LeadershipBeyond community. Thanks to all of you. Thank you for your generosity, your commitment of making a difference in the world, and for reading the E-zine.

Realization Two:
People don’t quit jobs.

We both know: People don’t quit jobs, they quit bosses. And according to Gallup: 70 percent of the employees quit because of their boss. Most organizations are in denial of this fact. Citing a financial reason is easier. And indeed sometimes a financial reason is the main reason but often it’s not.

Seventy percent!

So, let’s dive into this topic:

What can you do so you don’t become a boss who people quit?

Three tips:

Show Real Interest

Show real interest in your employees. A good example is Andy Bryant, chairman of Intel. He has never had a typical performance review: the one that looks back on someone’s performance and then gives a few recommendations for the future. His performance reviews are all about the development of the employee. His reviews have two components:

Component One: Person’s career
Question to ask: What is the person looking for in his or her career?
Based on the answer, you come up together with some skills that need to be developed for that next career step.

Component Two: Organization’s needs right now?
Question to ask: What are the skills that need to be strengthen or developed for the current position of that person?

An example:

When I was working as an interim management I spoke to a person who wanted to work in a totally different profession than her current position. She was serious about that transition and had signed up for an evening program to get the required knowledge. The problem was that at this moment she was working in the legal department but she wanted to transition to internal services. I promised her I would keep my eyes open. Within a couple of weeks an opportunity popped up: we all had to move to new offices. She led the whole project. I only checked in with her on regular times and all the rest she did. It was a success because it was a win-win situation. She developed the confidence and experience to make her next career move while I could concentrate on what I was hired for: some serious turnaround work. And the other employees and the organization got what it needed: a smooth move.

Double your praise

Cindi Leive, Editor in Chief of Glamour Magazine, embraces the power of praise. In an interview in The New York Times, “Harnessing the Power of Praise,” she recalls that the best leadership advice ever given to her was:

“You should count the number of times you praise someone and then double that.”

And that’s what she has been doing. Everybody wants praise. It’s a human need. Let’s be generous and double it.

Let your star rise

Sheila Talton, CEO of Gray Matter, advises not to stop your star employees from rising. And she has really taken her own advice to a whole new level. If someone in her organization is looking for a person with specific strengths and she has such a person in her departments, then she encourages that person to interview for the open position. In an interview in the New York Times, NYT, March 2^nd 2014, she explains her reasons.

Reason 1: You show that you are invested in that person’s career.

Reason 2: It’s the right thing to do for the organization. From an organizational perspective, employees should work where they can best employ their talents. If that’s not where they are currently working or if they can handle more, encourage them to move on. You keep them for the organization.

Reason 3: CEO Talton gets influence in that other part of the organization. The person who she encourage to get the new position, won’t forget her. That employee is grateful for the encouragement and new opportunity.