Unleashing the full capacity of your people

The Lemonade of Employee Turnover

Did someone quit? Time to make the lemonade!

Did someone quit? Time to make the lemonade!

Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage.

Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense.

Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what.

Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

These exercises can also serve as engagement devices. Cross-training in particular offers employees the chance to grow their own skill sets and broaden their organizational horizons. They also give you a chance to check on motivational mindsets. Are the employees excited about cross-training? Who sees it as a threat instead?

As a leader, you can do more to turn the inevitable departure of a team member into a source of rejuvenation and creativity. Let’s consider some of the other benefits of turnover.

Retaining positivity – If the person who left was popular, acknowledge that person’s contributions, but also communicate that those who remain are completely up to the task of replacing that person. And if the departed got a great new job, emphasize that such an opportunity is there for your team members, too. Never lament the loss of a great team member to a promotion. That reflects well on your leadership.

Eliminating negativity – If the person who left was not highly engaged in his or her work, some negative influences may have left as well. Disengaged employees are active recruiters for their cause, because they share their disgruntlement. Removing that negative force will have an overnight impact on raising workplace mood. Use that opening to show a lot of appreciation for the hard work of those who remain, and quickly move on to the next two benefits to cash in this break in “business as usual.”

Reinventing tasks and roles – When tasks handled by the departed employee are reassigned to other employees (even temporarily), those pinch-hitters may uncover ways to eliminate or update the task or its process. A fresh mind handling the task often challenges old work methods. The replacement employee (whether internal or external) will inevitably also bring fresh perspectives to the role, and (with encouragement) may reinvent it.

How may we help team CTAGiving current employees the chance to shine – People asked to step in to fill the gap caused by attrition may surprise managers with untapped abilities (again, if given permission by a transformational leader to experiment and grow.)

Staff turnover is costly, but it opens the door for reflection and review of your current situation, giving you and your team the chance to shake things up and find better solutions to achieving your mission.

Grab that chance. Make the most of a negative event. Make lemonade out of that lemon!

 

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A Fresh Start on Performance Reviews: Alere Sets a Great Example

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Generation Xers are Today’s Leaders – Invest in Them

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

How Can Your Words Build or Break Trust With Co-Workers?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Employee Engagement is a Two-Way Street

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

You Will Not Engage Every Employee – Nor Should You

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Make August Your Personal Rejuvenation Month

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

The Unbiased Opinion is a Myth. Discard It.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

When Motivating Employees, Do Words Get In the Way?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

How to Sell Senior Executives on the Value of Talent Development

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Temporary Project Teams Need Scaffolding to Work Well

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

On Memorial Day – Remember and Acknowledge

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

To Manage or To Lead – That is the Question

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Break Conversational Habits to Break Out of Ruts

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Schedule that “Thirdly Review”!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Make Spring Fever a Productive Force at Work

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Change Happens Inside Out – Driven By Middle Managers

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

How Quickly Does Your Culture Sub-Optimize New Talent?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

How Do You Fix a Jerk at Work?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

More Grist for the “Why Are Employees Not Engaged” Chat Mill

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership Tips for Kicking Off 2015

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Employee Engagement Must Address Professional and Personal Performance Factors

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Happy Holidays from Bovo-Tighe!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

2014 is Done – Time to Kick-Start January

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Happy Thanksgiving from Bovo-Tighe

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Defend Human Development Investments Strategically

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Be Great to Work With

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leaders Must Still Manage. You Don’t Get Off That Hook!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

It Takes Time to Change Employee Habits – And Lots of Support.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Employee Recognition – Easy to Say, Hard (it seems) to Do

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Misguided Advice from Monster about Aspiring to a Leadership Role

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Master the Art of Questioning (and Listening) to Better Raise Productivity

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Kick-Start Your Team’s Productivity Push for Autumn

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leaders Master the Art of Questioning to Raise Employee Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Asking Silly Questions Makes You Smarter

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Employee Engagement is Personal, So Personalize Your Approach

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leaders: Spend More Time Leading People and Less Time Doing Stuff

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Take Steps to Run Better Meetings – Walk While You Talk

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Employee Engagement is Really Simple – But Does Take Energy and Focus

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Great Leaders See Themselves as Others See Them – And Engage Better

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Sayonara June! Hola July! Time for Mid-Year Resolutions.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Reset Your Leadership Mindset for the Next Six Months

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Great Leaders Make Life Better for Their Followers

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Defend No Process – Defend the Mission Against Old Processes

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

How to Maintain Workplace Productivity During the Summer Vacation Season

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

A More Productive Mindset for Work in Six Steps

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Honor the Last Full Measure of Devotion on Memorial Day

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

As a leader, you will get angry – How you handle that anger is critical to team productivity

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Middle Managers Can All Lead – If You Show Them How

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Never Assume: Pursuit of Truth Makes Decision-Making Better

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

The Last Mile of Employee Engagement is the Hardest to Travel

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

We Love the Energizing Month of May

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Transformational Leadership Skill Spring Shape-Up

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Toyota Agrees: Machines Don’t Innovate – People Do.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership Development Gaps Expose a Lack of Strategic Commitment

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

“Overnight” Organizational Change Takes Great Long-Term Leadership

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Does Your Online Presence Promote You?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leaders Don’t Pick Winners: Develop All of Your Team Members

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

May the Wind be at Your Back this St. Patrick’s Day

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership Lessons for the Ides of March

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Our Foundations of Excellence Refresher

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Great Conversations Build Employee Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

i4cp Research Isolates Six Key Employee Engagement Factors

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Tap Untapped Talent You Have Already Hired

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Each Great Leader is Unique, But They All Engage

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Annual Performance Reviews Should be the Icing not the Cake

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Resources We Rely On for New Ideas about Employee Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Machines Don’t Innovate: People Do.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Hide From Your Manager to Get More Done!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership Quotes to Get Your Mind Set for February

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership Development Does Not Have to Cost an Arm and a Leg

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Why Does Leadership Development Fail to Create Great Leaders?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

New Year Resolution: Make a Habit of Your Productive Mindset

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership Lessons from Scrooge and the Grinch

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Merry Christmas from Bovo-Tighe

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

A Culture of Agility Requires a Commitment to the Pursuit of Truth

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Lean Manufacturing Demands Fully Engaged Employees

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Happy Thanksgiving from Bovo-Tighe

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Rob Markey of Bain and Co.: Employee Engagement Rocks!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Flexible Job Schedules Can Win Employee Loyalty

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Employee Engagement a Strategic HR Imperative for 2014

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Maintaining Work-Life Balance During the Holidays

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

The Paradox of Employee Engagement: It Works Yet Few Companies Try

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Remember Veterans on Veterans Day with a Heartfelt Thank You

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Defuse the Gunpowder Barrel with Sustained Employee Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Happy Halloween from Bovo-Tighe!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

How Pessimists Keep Optimists in the Black

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Gallup Employee Engagement Results Not Budging

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Stop Being Nice at Work? Not So Fast!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Three Leadership Tasks That Unleash Team Productivity

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

What Prevents Teamwork From Adding Value?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

How Can You Make a Vacation From Work Truly Stress-Free?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Have Employees Track Their Own Successes to Raise Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

A Quick Cost/Benefit Analysis of Employee Training and Development

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe Participates in 2013 CLO Forum

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Labor Day in the U.S.: A Connection to Employee Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Great Employee Engagement Starts by Asking a Lot of Questions

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership Inspiration for a Hot Day in August

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Employee Engagement Remains Elusive: You Are the Problem and the Solution

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

More Thoughts on the Great Value of Middle Management Leadership Training

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Working from Home Does Raise Employee Engagement, if Done the Right Way

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Define leadership more broadly. Anyone can lead, at any level.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Engaged Employees Accumulate Business Acumen

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe Presents Dole Case Study at HR Star Conference

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Build a Corporate Culture that Embraces Change

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Happy Independence Day

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

CEOs Must Foster Culture Based on People – Not Process

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Gallup Confirms the American Worker Remains Unengaged

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Is it possible to be overworked and underutilized?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Create Great Leaders in Your Organization

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Retain Talent by Fostering Professional and Personal Growth

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership Starts with Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Take the Time to Say Thank You to Those Who Died Defending Us

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

When Should You Micromanage Employees?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership in Public Management

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Time to Rehire Yourself?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Of Lollipops and Leadership

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Why We Love May at Bovo-Tighe

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Are Millennials Really Different About Job-Hopping?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe and Harvard Business School Are On the Same Page

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Lessons on Leadership from Britain’s Royal Navy

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Raise the Meaning Quotient for Employees to Raise Productivity

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Employees Can Only Manage Their Time if the Organization Lets Them

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Goal Alignment Takes Work and Communication that Counts

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Our Philosophy about the Pursuit of Truth Includes Your Health

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Three Key Drivers of Employee Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

March Madness is a Leadership Moment

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

May the road rise to meet you on this St. Patrick’s Day.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership Tales from Top People – Courtesy of LinkedIn

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Marissa Mayer Should Focus on Employee Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Accelerative Learning Article Now Posted on eZineArticles.com

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Drop Your Information Filters to Boost Engagement with Fellow Employees

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

More Thoughts on How to Engage Employees

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Quotes that make you think – Are you open to the truths you need to hear?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Passion at Work: Nurturing it Starts the First Day of Employment

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Summer Thoughts on the Pursuit of Truth

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Stop Hating Meetings: Fix Them Yourself!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

101 Steps Towards Better Leadership

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Transformational vs. Transactional Leadership: A Worthy Distinction

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

The Cure for Bad Meetings: Pay Attention and Contribute!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Caring for Your Employees Unlocks Great Productivity

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership Behavior Can Stifle Productivity – Even Unintentionally

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership: Its Trappings Lead Good People Astray

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Information Underload: Bad for Employee Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Zen and the Pursuit of Truth at Work

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Client News: Shell Sets Record for Deepest Oil and Gas Well

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Dumb Things Bosses Do

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Dumb Things Bosses Do

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe Client Newsletter October 2011

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Steve Jobs: A Born Visionary Who Learned to be a Leader

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Power Breeds Overconfidence in Leaders

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Do You Know All the Facets of Employee Engagement?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Coaching for Senior Executives Must Come Up From Subordinates

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe’s September Client Newsletter – 2011

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe Client Newsletter – Summer 2011

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Presenting at the National Property Management Association Annual Education Seminar

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe connects with the HR community at the HR Star Conference

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Book Review: How to be Happy, Dammit!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe Client Newsletter June 2011

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

One-Foot-Out-the-Door Disease is Bad for Productivity

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

How best to make leadership training truly work? Never stop!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Leadership: It all starts with you

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe Newsletter May 2011

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe at the Offshore Technology Conference

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Irrational Decision-Making: Embrace the Human Factor!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Performance Management Needs to Recover its Mojo

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe’s March 2011 Client Newsletter

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

The Bombardier Case Study: Successful Commitment to Employee Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Talent Management: All agree we need it. Few act on it.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Influence Competence: Effective Employee Engagement Skills Under a New Name

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Talent Management: How It Helps With Crisis Management

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Employee Engagement: Have you thought about ice cream?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Tasked with Corporate Training? Seek Outside Help

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe explores Kazakh Psychologies of Achievement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Corporate Cultures: Bottom-up change is best.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Are people truly your company’s best asset? Can you prove it?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Compensation Plans vs Employee Emotion

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Pay-For-Performance versus Full Engagement

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

On Leadership: Would you work for yourself?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Employee Engagement is simply the Foundation for Excellence

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Why doesn’t employee training work better?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Change Management: The entire organization needs to participate

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Fostering Innovation: HR Must Lead the Way

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

About that left brain-right brain split: It doesn’t happen.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

With Leadership Development: Are We Smarter that Fifth-Graders?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe’s January 2011 Client Newsletter

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Bovo-Tighe December Newsletter

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Change employee behavior by changing their bad habits.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Be the first on your block to re-engage your employees.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Performance Reviews done well require great communication.

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

No One Ever Improved by Having Their “Performance Reviewed Annually”

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Meetings That Rock!

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Corporate Mission Statements die on Plaques

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

Inhibit Intellectual Growth and Innovation in Your Company

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

How to incorrectly use ‘Management By Objectives’

[caption id="attachment_1281" align="alignright" width="264"]Did someone quit? Time to make the lemonade! Did someone quit? Time to make the lemonade![/caption] Employee turnover is inevitable. As a leader, you have to expect to lose both great people, and the people you are not sorry to see go. Regardless, a departing employee leaves a gap in your team that could dent productivity unless you take a few steps to limit the damage. Much has been written about succession planning and cross-training as methods for minimizing the impact of turnover. Both make sense. Succession planning – Even in frontline teams of lower-level employees, putting a mental plan in place for how you would replace each team member is useful. Who would handle what if that person left? Document your thoughts and revisit them quarterly to reflect changes that did occur, or new perspectives on who can handle what. Cross-training – This has value even for covering vacation gaps. And it builds your team’s ability to flexibly cover gaps when a person leaves. Your cross-training needs to answer the question “who should be able to handle what,” and get skills and process management tasks shared across your team members.

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