You and I know: People quit bosses. According to Gallup: 70 percent of the employees quit their boss. Seventy percent!

So, let’s dive into this topic: How can you avoid being a boss who people quit?

Four tips:

1 – Increase 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.”

Most leaders think that they praise people more than they actual do. Increase your praise. Be on a constant hunt for opportunities to praise. Everybody wants praise. It’s a human need. Let’s be generous and double it.

2 – Show Real Interest

Show real interest in your employees. Andy Bryant, chairman of Intel, is all about the development of the employees. This shows in his performance reviews. Those have two components:

Component One: Person’s career

Question to ask: What are you looking for in your 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 your current position?

Show real interest by focusing on the development of the employee. Yes, they might leave. But I would prefer that a person leaves because they have enhanced their skills in my organization and are ready for the next step in their career than that they quit me. What about you?

3 – Let talent rise

Sheila Talton, CEO of Gray Matter, advises not to stop your talented employees from rising. 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 2nd 2014, she gives three reasons for doing so:

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

Reason 2: You do the right thing for the organization. From an organizational perspective, employees need to 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 encourages to get the new position, won’t forget her. That employee is grateful for the encouragement and new opportunity.

What do you do so you’re not that boss who employees quit?

4 – Care

Show that you care about the well being of the person. And that care goes further than their well being at work. If their partner is ill, do you inquire? And take enough time to listen to their answer. If they are moving to a new house, do you ask about it? You might think that sometimes you’re too busy to do so. But this is a high priority. Make time for it.