Leadership And Retention Quotes

It’s exceedingly difficult for employees to have the company’s back when they can’t trust the company to have theirs. Actually, it’s impossible.

Fairness is a leadership superpower. 

Low employee engagement is a symptom of a suboptimal workplace culture

Real leadership is treating your least favorite employee the same as your favorite

Neoteny is more than retaining a youthful appearance, although that is often part of it. Neoteny is the retention of all those wonderful qualities that we associate with youth: curiosity, playfulness, eagerness, fearlessness, warmth, energy. Unlike those defeated by time and age, our geezers have remained much like our geeks – open, willing to take risks, hungry for knowledge and experience, courageous, eager to see what the new day brings. Time and lost steal the zest from the unlucky, and leave them looking longingly at the past. Neoteny is a metaphor for the quality – and the gift – that keeps the fortunate of whatever age focused on all marvelous undiscovered things to come.

It's okay to have a faulty product, it's not okay to have a faulty customer service. We cannot control engineering issues or weather, but we can control how we serve our guests.

Human TOUCH: · T - treat people with love and respect · O - over-deliver and under promise · U -understand first, respond later · C - connect through open communication · H - humbly serve others

Adam Lashinsky explained how Amazon. com had gone on a “military hiring spree” because Jeff was impressed with veterans’ logistical know-how and bias for action.3 In fact, Amazon.com has a dedicated military recruiting website and a highly consistent hiring and retention record for ex-military personnel. This practice of hiring veterans isn’t about expressing gratitude for ex-soldiers’ service to our country. Veterans fit Jeff’s business model. As a result, Amazon.com has not bothered to launch a huge PR campaign about its military employment program. Jeff just realized it was good business.

HR can and should serve as advisors to organizational leadership to develop strategic workforce plans that link to the organization’s strategic plan to ensure that the right people are on board so that the firm can meet its objectives and fulfill its mission. HR partners with line management to provide development opportunities to maximize the potential of each and every employee. HR advises management on total rewards programs (compensation and benefits) and rewards and recognition programs designed to minimize costly employee turnover and to maximize employee engagement and retention.

Tribal Leaders focus their efforts on building the tribe—or, more precisely, upgrading the tribal culture. If they are successful, the tribe recognizes them as the leaders, giving them top effort, cultlike loyalty, and a track record of success. Divisions and companies run by Tribal Leaders set the standard of performance in their industries, from productivity and profitability to employee retention.

Retaining top talent isn't merely a strategy, it's an art. The canvas is Trust, the palette is Accountability, Love is the brush, Empowerment the colors, No micromanagement is the space, and Teamwork is the picture we create. The masterpiece of retention is, in fact, spelled T.A.L.E.N.T.

Here’s a little secret in leadership development: Your talent retention problem is always an issue of your leadership. As much as leaders like to fight it, it’s not your “entitled employees”; it’s you. Your job is to select and retain the best talent possible. If you aren’t doing that, there is something to explore in your leadership style.

They often chose the retention model: catch all you can. Often they were not leading by instinct but by tradition. They kept the peace and maintained the status quo but later became frustrated as the church suffered from their indecisive leadership.

From his earliest days in school, Lincoln’s comrades remarked upon his phenomenal memory, “the best,” the most “marvelously retentive,” they had ever encountered. His mind seemed “a wonder,” a friend told him, “impressions were easily made upon it and never effaced.” Lincoln told his friend he was mistaken. What appeared a gift, he argued, was, in his case, a developed talent. “I am slow to learn,” he explained, “and slow to forget what I have learned. My mind is like a piece of steel—very hard to scratch anything on it, and almost impossible after you get it there to rub it out.

There are really only a handful of core processes that make any organization function. Systemizing involves clearly identifying what those core processes are and integrating them into a fully functioning machine. You will have a human resource process, a marketing process, a sales process, an operating process, a customer-retention process, an accounting process, and so on. These must all work together in harmony, and the methods you use should be crystal clear to everyone at all levels of the organization. The first step is to agree as a leadership team on what these processes are and then to give them a name. This is your company’s Way of doing business. Once you all agree on your Way, you will simplify, apply technology to, document, and fine-tune these core processes. In doing so, you will realize tremendous efficiencies, eliminate mistakes, and make it easier for managers to manage and for you to increase your profitability.

Josh Davis and colleagues from the NeuroLeadership Institute have created the AGES model to explain the four main neurological drivers of longer-term memory. “AGES” stands for Attention, Generation, Emotion and Spacing. What’s useful here for us is the G: Generation. This is “the act of creating (and sharing) your own connections to new and presented ideas… When we take time and effort to generate knowledge and find an answer rather than just reading it, our memory retention is increased.” This is why, in a nutshell, advice is overrated. I can tell you something, and it’s got a limited chance of making its way into your brain’s hippocampus, the region that encodes memory. If I can ask you a question and you generate the answer yourself, the odds increase substantially.

The unfailing formula for production of morale is patriotism, self-respect, discipline, and self-confidence within a military unit, joined with fair treatment and merited appreciation from without. It cannot be produced by pampering or coddling an army, and is not necessarily destroyed by hardship, danger, or even calamity. Though it can survive and develop in adversity that comes as an inescapable incident of service, it will quickly wither and die if soldiers come to believe themselves the victims of indifference or injustice on the part of their government, or of ignorance, personal ambition, or ineptitude on the part of their military leaders.