May Voice 2022

What makes me stay

I recently listened to a podcast by one of my favorite thought leaders, Adam Grant. Understanding organizations are hurting for a talented workforce right now (for a myriad of reasons, but that’s another article), he focused his attention on the less-talked about side of the talent equation: retention. So often, we hear about talent efforts that are aimed at up-skilling, attracting or on-boarding new talent. But so often, organizations forget the employees already punching the clock and doing the work. Once you actually have an employee reliably meeting their goals and doing great work, it can be easy to forget that the relationship needs constant maintaining. After all, even a cactus needs a few drops of water now and then.

Grant spoke with a few experts on the broad-based topic of retention, but one that struck me as particular interesting was that of a Stay Interview. Employees interview for jobs before they are hired. Organizations often interview employees as they head out the door. But what about in between? Enter: the Stay Interview.

While the entire podcast is interesting (episode 3, Season 5 of WorkLife with Adam Grant – available where you typically find podcasts) the Stay Interview concept encouraged employers to meet with employees and ask those awkward questions that we so often avoid.

■ Amid the “great resignation” what has made you stay with our organization?

■ What do you like about your job? What do you dislike?

■ Where do you see areas of opportunity for improvement – within your relationship with your manager, within the company, within leadership?

■ What career goals do you have and how can we play a role in helping you achieve them?

■ What three small things would make your job easier/your life better?

■ What would entice you to leave our organization?

These question don’t always offer easy answers. Even more so – the questions often require managers to sit and listen to feedback that may, in the end, create more work for them. But they are important questions. Not only do employees feel valued, but the organization has a better understanding of areas of opportunity and a way to gauge where things may go off the rails, so to speak. Knowing what it would take for a competitor or a new organization to swoop in and steal away your best talent is good information to have. You can actively work to make sure your greatest assets – your people – aren’t leaving for reasons that you could have easily remedy with a bit of elbow grease before the resume was updated.

I recently took on a new role at the Chamber – President. I am excited that each day I’ve deliberately decided to stay at the Chamber. I’ve shown up. I’ve been engaged in my work. And I’ve loved what I do. I’ve started to ask myself why I stay – because it’s a good internal question to know the answer to. I stay because I believe in the work I do. I stay because I enjoy my co-workers. I stay because

I think the work offers opportunity to make an impact on my community. I stay because I have a flexible schedule that allows me to take advantage of both in-person and remote work environments, based on my needs both at work and at home. I stay because I like a challenge. I stay because I’m proud of the work I do.

My plan is to find out why my team members are staying as well. After all, the best thing I can do as a leader is learn from the people surrounding me, remove obstacles, and watch them grow.