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> Case in point: trying to retain good people. Word. IMO, one of the most important, yet underrated duties, of a good manager. As a leader, you want people to
by game_the0ry 2y ago
> Case in point: trying to retain good people.
Word. IMO, one of the most important, yet underrated duties, of a good manager.
As a leader, you want people to crawl over broken glass to want to be by your side. If not, you end up like North Korea, where you have to sell why people should stay, sometimes eve being dishonest and intimidating in the process. Seeing the latter happen is always a sad sight.
- skeeter2020 2y agoOne thing I discovered: almost everything a manager does has a big lag between input and observed impact. Retention is one of the slowest, it's like steering a cruise ship!
- game_the0ry 2y agoI can't say I agree with this bc I have felt the immediate impact of a key employee leaving, usually in the form of me taking up their responsibilities. Even with a two-week, sometimes even four-week, hand off, this turns into real pain the moment that employee is gone. So do not under-estimate the impact of retention.
- nik_0_0 2y agoPeople leaving is definitely a step-function of negatives as the responsibilities get shared between the (now smaller!) team. I think GP was more saying that improving retention, at a % level, is a slow ship to steer. (At least what is available at the manager level.) Decreasing retention across the org in the long term doesn’t happen overnight, and it can take a while to observe whether the effect is trending downwards or upwards. (And also depends on what signal you use - people actually leaving, or people talking about leaving!)