Which, of course, brings us back to the original point about these kinds of jobs. You need to know people. Employers need to have employees who know people, as well as know people themselves, and job seekers need to have connections. The only way this works is if you get referrals, and you only get referrals through connections.
When good talent does leave, as the article mentions, they often cite the need to get away from their manager. However, bad managers don’t exist in a vacuum. They are created in a poor culture, which comes straight from the top.
It takes some cojones to talk about the company being a family when you make six hundred times the salary of the average worker. Don’t be surprised that workers aren’t loyal to you and the company. You’re not showing them any loyalty.
Making room for both quick and deep thinkers will yield the best ideas and results. Is your workplace a space where deep thinkers can take time and come back to ideas and discussions? If not, there’s some valuable insight that isn’t being shared with you.
That’s a shame.
Have employees given up on trying to change the workplace? If that many people don’t bother to speak up, that’s a condemnation of workplace culture. We all say we want engaged employees, yet many of them are disengaged to the point of not bothering to try to make a difference.
I stopped my quote at that word “intentional” for a reason. I use that word often in this context. Whether you have teammates who are fully remote, hybrid, or just located in a different office from you, everything needs to be done intentionally. Communication, meetings, goals, expectations, etc., all need to be purposely set. If you want your team to feel free to disconnect after hours or on weekends, then you have to do that intentionally. If you allow work to creep into every hour of every day, or get lazy about communication, or demand an immediate response to an email late at night, even one time, you set the example that your team follows.