Four Leadership Failures that Cause Employees to Quit

April 9, 2018


Multiple studies have shown that employees are more likely to jump ship when they lack a strong, positive relationship with their managers. Here are four common ways leaders often fail which can cause employees to jump ship.

  1. Micromanaging employees. Employees are initially hired based on their work experience and skills, yet many managers micromanage their team members, which can be disheartening and frustrating. While it’s appropriate to request progress updates or input, it’s not appropriate to monitor their every move. Instead, leaders must give employees space to develop their own ideas and an open environment in which to share their opinions.
  2. Not showing they care. Being kind helps ensure that every single employee feels important—Dale Carnegie’s 9th principle, ‘Make the other person feels important—and do it sincerely.’ Consistently being kind creates a sense of safety through which employees feel comfortable broaching tough topics honestly and openly whether one-on-one or in group settings. The more comfortable, important, and valued that employees feel, the greater the chances that they will be loyal to their employer. In fact, female employees who don’t feel they can have honest conversations with their leaders have a lower overall workplace experience, and are more inclined to leave the organization, according to research conducted by San Francisco-based Great Place to Work. Fostering a culture of kindness therefore positively impacts retention rates.
  3. Ignoring team input. Leaders who manage employees with a, ‘My way or the highway,’ attitude create a lose-lose situation. First, seeking input from team members is important because they may have unique perspectives due to their differing roles, backgrounds and experiences. It’s been said that, “The best way for your team to support you is to disagree with you.” Being open to different opinions is the application of Dale Carnegie’s 15th principle, ‘Let the other person do a great deal of the talking.’ Leaders who ignore team input ultimately limit team progress.
  4. Failing to recognize accomplishments. Dale Carnegie said, “People work for money but go the extra milefor recognition, praise and” When employee accomplishments and major contributions are not recognized, employees typically feel taken for granted. Contrary to popular belief, rewards and recognition need not carry exorbitant costs to be effective. In fact, it’s completely free to apply Dale Carnegie’s second Human Relations principle, ‘Give honest, sincere appreciation.’ Leaders who communicate why they are grateful for an employee’s contribution(s) and state a specific example demonstrate that they truly value the employee.

If you’re responsible for motivating and managing a team, but lack the leadership skills required to be successful in doing so, consider enrolling in the Dale Carnegie Leadership Training for Managers course.     Participants learn effective coaching, delegation and motivational techniques, and how to master problem analysis and decision making.

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