Chad Silverstein and a co-host explain why people quit their jobs: bad leadership. They argue leaders waste time fixing low performers instead of investing in top performers through check-ins, recognition, and teaching opportunities. Ignoring your best people is how you lose them.
Chapters
I don't know what the numbers are for how many people hate their job, but I know that I used to be in the business of helping people get jobs and most people hate their jobs. Sad. It's hard enough to find a job that's a good fit for you. And it's another thing to have to find a job that has a great feel of their culture that you want to work for the company. So either you hate your job or you hate your role, your position, or you hate the company that you work for. And most likely that's probably because there's a leader behind it that you don't respect and that hasn't earned your respect. You want to leave. And it's sad to think how many companies lose great people because the leader just sucks. And you just don't want to be that leader. You want to be someone that people want to run through walls for. You want to be someone that people love working with. And I think the key is for you to pay attention to high performers. And if you're a high performer, hopefully you have someone paying attention to you. And the problem is most times leaders, they ignore the high performers because they kind of leave them to do their thing since they're on autopilot.
But you know, it's ironic, but usually.
You have to challenge the high performers.
To raise the whole system up.
A lot of leaders, including myself when I first started, I started working on the lowest performers, trying to get them to kind of boost up because I wanted them to work out.
And I wasted and drained a lot.
Of energy trying to help individuals who.
Didn'T care as much as most everyone else in the system.
So pay attention to your high performers. I mean, it's a big deal. And then sometimes it's just, it's the little things, it's the check ins and.
It'S the ability to give them the.
The megaphone once in a while to share something really powerful that they're great at so that other people can learn from them. And it's important not to ignore them.
Just assuming that they're doing a great.
Job and they're making a lot of.
Money and that you don't, you don't.
Need to be on top of them. So you don't have to micromanage high performers, hopefully, but you do have to.
Pay attention to them and it's a.
Big mistake to not. So don't miss that nuance is that if you have leaders, high performers in.
Your company, on your team, pay attention and build some disciplines in to make them feel valued, heard, and that you believe in them.
