We have to talk.
In fact, we need to interrupt our regularly scheduled programming this summer for an important announcement.
Have you heard of The Great Resignation yet?
It's a term coined by Management professor Anthony Klotz from Texas A&M University to capture the immense personnel upheaval predicted to come on the heels of the personal upheaval we all just experienced over the past year and a half.
FORTY-ONE PERCENT!
Why?
It's a bit of choose-your-own-adventure when you ask and may include workers looking for more time, increased flexibility, more money, different opportunities, more autonomy, etc. But all of these are born out of employees having the time and opportunity to reflect on their priorities, values, and financial goals, as well as trial-run arrangements not thought possible pre-pandemic (i.e., remote work).
Maybe they've spent a lot of time re-evaluating what's most important to them and want to make changes to align with these shifts.
Maybe they are no longer constrained by physical geography and can pursue other opportunities that would only have been available with a physical move.
Maybe they've identified their ideal working conditions and these no longer align with their organization's current or future plans.
Maybe they don't feel like a valued member of the team or organization anymore.
Maybe they feel they have to make a move for better opportunities.
The list is long and the reasons are varied, but one thing remains:
Whether or not your team members (or even you!) are thinking of leaving, this needs to be on your radar and the warning bells should be going off (hence the regularly scheduled programming interruption).
But, perhaps, if we were in the same room, you'd say to me: "Christine, 'thinking' and 'doing' aren't the same thing, so it's not like that many will actually quit."
Sure. But how different is thinking about quitting and actually quitting?
Not as different as you think.
Whether an employee is passively or actively disengaged, it means they are physically at their job, but not necessarily mentally. And those who are actively disengaged (estimated at 15% of workers)? They can compromise (or even sabotage) the efforts of those who are actively engaged making you wish they'd join The Great Resignation.
Oh, man, so between those who are going to quit and those who are thinking of quitting and those who want to quit, but don't have the ability currently, what do you, as a manager, do?
It's not time to panic...yet.
This is the warning system going off right now.
Here's what you can do right now to get ahead of this impending emergency:
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Spot the canaries. Look for the canaries in the coal mine. Not necessarily those quitting, but signs that it's top of mind. Here's a good checklist from Forbes to help you identify disengagement creeping in (also a good self-checklist, fyi).
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Identify your 'Sphere of Influence'. Even the most amazing managers in the world will not be able to stop some of these resignations—they're a freight train barreling down the track filled with cargo beyond their control. HOWEVER, there are factors within your control and this is where you focus. A team member who feels valued, has purpose, and sees potential for growth and development will be more engaged and less inclined to move. Immediate managers can and do have a direct impact on all of those variables. It's not easy, but we've got you covered.
This summer, we are pausing our regular programming to deliver to you a 4-session series of 1-hour LIVE group coaching with me and Libby to help strengthen your leadership and communication skills.
Best part: It's FREE!
See, I told you we had you covered.
Stay tuned for more details or just jump straight here to sign up.
Best,
Christine
