Clarity of Direction Prevents Defection

How do you stop top talent walking when the going gets tough? Businesses that win in a downturn are the ones that engage with their employees, providing reassurance when necessary and clear direction to all. But what is the secret of motivation in a downturn?

“Of all the no-brainers in all the executive suites in all the world, winning the engagement of your employees must come near the top of the list. And yet, survey data seem to indicate that managers are failing spectacularly to achieve that aim.”

That’s the view of columnist Stefan Stern, writing in the Financial Times earlier this year. It’s easy to make these observations but it’s tougher to do the job of motivating a workforce in turbulent times. Retaining, rewarding and galvanizing employees over a sustained period is rarely easy. When jobs are plentiful and competition for good people is intense, it’s tough enough. When the market becomes more challenging, when many people begin to fear for their job security or that their salary won’t meet their rising costs, the trickle of defections can turn to a flood.

Unless organizations capture the hearts and minds of their people, the grass for some employees is always going to be greener. So just how do you stop key talent from walking? Here are some basic points; all of which are, to useFinancial Times vernacular, ‘no-brainers’:

• Provide clarity of strategic direction and pace . When the clouds come down, you need to know where you’re heading and have confidence that your leader is going to get you there.
  
• Instil trust and confidence in your most driven, focused employees. These are the people who most demand and expect clarity of direction.
  
• Address fundamental concerns. Everyone needs to know what is expected of them, the behaviors they should be exhibiting, the objectives they need to achieve.
  
• Put people in roles suited to their skills and ambitions. Many employees are stymied by inappropriate roles and work environments that frustrate rather than help.
  
• Provide the tools for people to do their jobs. Clarity of direction is meaningless unless people have the resources – including the time, the space and the support – to succeed in their roles.
  
• Act quickly. The longer you wait, the more you create a vacuum, leaving your employees to worry and draw their own conclusions.
  
• Continue investing in R&D. Innovation is even more important in a downturn.

Have you provided clear direction and morale boosters to your organization. Let me know.