Leadership Turnover Quotes

These toxic residues lead to high turnover and low innovation, creativity, and collaboration. No team can win with these elements corroding their effectiveness long term.

Burned-out, stressed-out, and frazzled leaders foster organizations that experience high turnover, low employee engagement, steep healthcare costs, and dysfunctional teams that often work against one another. The current models of leadership require organizations to motivate their people largely with fear and extrinsic rewards. Though no one argues that these forms of motivation can produce short-term results, they are usually accompanied by distrust and cynicism in the workplace, which have long-term negative consequences.

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.

A healthy organization is one that has less politics and confusion, higher morale and productivity, lower unwanted turnover, and lower recruiting costs than an unhealthy one.

A star business is the leader in its market niche To be the leader simply means that it is bigger intheniche than any other firm. We measure size by sales value (also known as revenues or turnover). If the venture has sales of $1 million and there is nobody whose sales in the same niche reach $1 million, then it is the leader. Note that ‘leadership’ is objectively defined by sales, and has nothing to do with competing claims about ‘being the best’ or being most highly rated by customers, which are difficult to judge and not as important anyway. The thing that matters most is how customers in the niche vote with their money. Has a question just popped up in your mind? ‘Ah,’ you may say, ‘but how do you define what the market niche is?’ That is indeed a profound question, and I will answer it with several examples throughout the book. It is possible to get the definition of the niche wrong - as I sometimes have. But the basic idea is very simple. For a niche to be a separate market, it must have different customers, different products or services and a different way of doing business from the main market or other market niches. Finally, the ranking of competitors is different in a valid market niche - the leader in the niche is different from the leader in the main market. If there is no difference in how competitors fare in the niche versus the main market, the niche is not really different.

Speaking to those in business who presume to manage, it is important that this principle be embraced as an ethic and not simply as a “device” to achieve harmony or increase productivity or reduce turnover. Some popular procedures, such as participation or work enlargement or profit sharing, may be manipulative devices if they do not flow naturally out of a comprehensive ethic.

In the press gallery, I estimate there have been four or five “generations” of journalists (there is a turnover every two or three years) who do not remember a time when political stories were not framed as leadership stories, or took as their focus how a policy decision would affect the fortunes of the major political parties, rather than giving at least some consideration to whether it is a good or bad policy, and how it might affect voters.

To tear down silos, leaders must go beyond behaviors and address the contextual issues at the heart of departmental separation and politics. The purpose of this book is to present a simple, powerful tool for addressing those issues and reducing the pain that silos cause. And that pain should not be underestimated. Silos—and the turf wars they enable—devastate organizations. They waste resources, kill productivity, and jeopardize the achievement of goals. But beyond all that, they exact a considerable human toll too. They cause frustration, stress, and disillusionment by forcing employees to fight bloody, unwinnable battles with people who should be their teammates. There is perhaps no greater cause of professional anxiety and exasperation—not to mention turnover—than employees having to fight with people in their own organization. Understandably and inevitably, this bleeds over into their personal lives, affecting family and friends in profound ways.

SAS Institute, where the cofounder and CEO Jim Goodnight evaluates managers by their ability to attract and retain talent, and where people can lose their jobs if their units experience excessive voluntary turnover.

And as with many corporate chief executives, there is a high turnover rate among police chiefs; average tenure of chiefs is three years. Why

I believe that all successful organizations share two qualities: they are smart, and they are healthy. An organization demonstrates that it is smart by developing intelligent strategies, marketing plans, product features, and financial models that lead to competitive advantage over its rivals. It demonstrates that it is healthy by eliminating politics and confusion, which leads to higher morale, lower turnover, and higher productivity.

We cannot build great teams without retaining great people. We all agree that it is not easy to find great people. Some turnover is healthy and normal for any organization, and we need to plan for that. However, losing great people hurts the organization significantly. It can even mean the difference between success and failure. So why is it that managers and leaders do not work hard enough to retain great people after they have worked so hard to find them? Retaining great people is far easier and cheaper than to recruit.

Successful organizations with long-term strategic visions tend to have a very low turnover rate at the top.

Staff turnover was blamed on immaturity, and because she was seen by many as specially prophetic and courageous, Jen wasn’t held accountable for her frenetic leadership.

High personnel turnover is a symptom of a serious untreated problem in an organization. Seek help.