Team members at work want the same things we all want in every aspect of life.
I want to be trusted. I want my boss to believe in me and trust my judgment.
Replace the word “boss” with “spouse” or “parents” and the sentence above is still true. The leader-team member relationship is no different from any other relationship.
I want to control my own destiny. I want to have a voice in my career.
Replace the word “career” with “marriage” or “education” and the sentence is still true. We all want a sense of control and we all want a voice.
We’re continuing this series on the 8 Things Your Team REALLY Wants with part three today:
To be trusted and to control their own destiny.
And we’ll continue to use Simon’s company as an example. If you missed parts one and two, the links are below. Make sure to subscribe to my RSS feed or get posts via email (and get my free book as a bonus) so you don’t miss the last installment coming up.
Part One: Fair Pay and the Right Resources
Part Two: Creating a Clear Vision and Setting Realistic Expectations
“We have no idea where we’re going or why.”
“The bar is set unrealistically high.”
Those were the words from exit interviews conducted with the mid-level managers and VPs from a fast-growing startup.
Remember Simon from yesterday? If you missed it, yesterday we covered the first two things your team really wants, fair pay and the right resources. If you missed that, head on over and catch up first. We’ll wait. Then, come back and read the next two. Also, make sure to subscribe to my RSS feed or get posts via email (and get my free book as a bonus) so you don’t miss the next two installments coming up.
So after he addressed compensation (fair pay) and getting his managers and VPs good training, their own budgets, and shared assistants (the right resources), Simon moved on to the next two things his team really wanted:
A clear vision and realistic expectations.
“But we pay well, have free food, and a company arcade. This is a great job”
Those were the words of the leader of a fast-growing startup (we’ll call him Simon) who was hemorrhaging team members. As fast as he could hire one person, it seemed like two were out the door.
OK, it wasn’t that bad. He has more than one hundred team members and is forecasted for nearly $200 Million in revenue this year. The seven-member executive team seems happy and all but one of them have been in place for the past three years. Sales are up, costs are down, and yet…he can’t seem to keep any mid-level talent.
The average tenure of his managers and VPs is less than eighteen months. Three positions are currently unfilled. His past two hires quit before they reached six months. Simon was at his wit’s end. The good news is that he recognized that if he didn’t address the problems, they would be his downfall. He had a strong desire to fix them.
What he didn’t know are the eight things his team really wants. They are the same eight things most professionals want. So whether you are leading a company, growing a non-profit, or leading a team of salespeople, keep these things in mind.