BE A COACH, NOT A BUSINESS OWNER. This is only one of three ways to stay a good employee.

                        

What Else Can I Do to Keep My Skilled Employees? Is that still the problem?

  

I've been farming for a very long time, and I work very hard to ensure that we use best practises as the farm's manager. Evidently, those who are currently working for me don't think that's sufficient. They appear to have expectations that I can't fathom. Nowadays, it's so difficult to find competent assistance, and I sincerely hope no one leaves. They are well compensated and skilled at what they do, and we conduct annual reviews. Why isn't it sufficient? https://articles-biz.blogspot.com/ contributed 

SOLUTION

  

Good for you for recognising there are expectations and discontent among your work team that need to be addressed. You know that something must change to meet the farm’s goals, get the work done, and build loyalty among the team.

 

What you may not want to know is that you, as the leader, have the choice to change your current behaviours to get this done. I’m privileged to speak at events for young and beginning farmers and ranchers across the United States, and I’ve also consulted with hundreds of families spanning multiple generations. Here are three things I’ve learned:

 

 

1. Work well when they have a coach, not a Owner.

 

Our traditional agricultural training method is "Watch and you'll understand," or "Get out of my way." "I can do it quicker," or "Read my mind," wishes to convert to precise management clarity. As a true coach, you'll ensure that employees understand their roles (expectations are clear) and have the tools and resources they need to do their jobs. Plus, you'll have a way to hold yourself and your personnel accountable.

 

 

2. Employees around the world prefer constant feedback over an annual performance review.

 

The traditional method is often, "Assume you're doing an awesome task, and I will permit you to understand if you`re doing something wrong." However, the manner in which we allow them to understand what's "wrong" is no longer always in the best interest of the enterprise or the individual.

 

 

Instead, have on-going conversations that consist of common updates on progress, corrections, praise, and appreciation. You will ask, "How can I or others assist you in doing your task better?" These conversations don`t require lots of time, however, they do require dedication from you, the leader, to be deliberately generous and provoke the ones who update.

 

  
3. Employees want a job in a company that is inspiring, rewarding, and consistent with their personal and family goals.

 

 

This is a two-pronged reality. First, you want a company with a clear purpose and an operating environment that inspires them every day. Employees understand why you're in business and what they're supposed to do, and they have day-to-day interaction that is beneficial to both people and business growth.

 

 

The second calls for you, as a leader, to recognise what's vital to every employee. This is most likely a good time to wait for their children's activities, opportunities to participate in schooling classes to develop their abilities and knowledge, or compensation based entirely on the actual value they create for the business, rather than simply loyalty of years worked. You`ll want to invite her to understand. I've found out that robust leaders understand they're inside the human enterprise and that it's lots higher to have a satisfied, energised paintings group than to usually be searching out new personnel.

 

 

Jolene Brown is a professional speaker, author, farmer, and business consultant with a large family. She stocks her passion, experience, and fun-crammed spirit with farmers and ranchers throughout North America. Her examined commercial enterprise equipment offers management and control answers for the folks who feed, clothe, and gasoline the world.