Author Leigh Branham describes a Process of Disengagement in his book The 7 Hidden Reasons Employees Leave. He describes the steps a new employee goes through to become disengaged. The first five steps are:

• Start the job with enthusiasm
• Question the decision to accept the job
• Think seriously about quitting
• Try to change things
• Resolve to quit 
  

    The choices they make at this point can go one of two ways... they start looking for another job and ultimately leave, and may become Actively Disengaged while they are looking. What is more damaging to the organization is those who quit and stay, emotionally switched off, or Not-Engaged.
 
   What causes people to start down this path to disengagement?
 
   The seven reasons that employees become disengaged and ultimately leave are not obvious, especially to managers. Saratoga Institute research found that managers believe that more than 70% of employees leave for more money... but 88% of employees say they leave for reasons other than money.
 
   This fits with Leigh Branham's seven hidden reasons which are:

• The job or workplace was not as expected 
• The mismatch between the job and the person
• Too little coaching and feedback
• Too few growth and advancement opportunities
• Feeling devalued and unrecognized
• Stress from overwork and work-life imbalance
• Loss of trust and confidence in senior leaders 
  

   Not one of the top seven reasons has to do with money! Of course when an employee leaves, they have usually found a job that pays more money... they have used their current package as a bargaining tool. So, of course they will tell you they are leaving for more money. It is much easier to tell their manager that than to give any of the real reasons above.

Leadership is the Key to Increased Engagement and Profitability

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   There is no shortage of evidence that organizations with great leadership and engaged employees are significantly more successful financially than their competitors. Built to Last by Jim Collins and Jerry Porras, Good to Great by the same Jim Collins and Hidden Value by James Pfeffer and Charles O'Reilly III are just a few of the many books that provide compelling research.
 
   If you are serious about having a fully engaged workforce that can really differentiate you from your competitors, you need to get serious about making sure that everyone in your organization who has leadership responsibility, has the emotional intelligence and leadership skills needed to switch your employees on. You can't afford to have anyone in a leadership role that turns people off.
 
   Can anyone learn to be a leader? My experience says they can... but only if they want to be. There are people in your organization who can make a significant contribution to your organization and they really don't want to manage people.
 
   Isn't it time to rethink the notion that to advance in an organization you have to manage people? What is that idea costing you in terms of a lack of engagement?

 
Keith Ayers

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   For more information on emotional intelligence, and unleashing the talent of fully engaged employees, give us a call at Learning Unlimited (888-622-4203) or drop us a line.