I have always considered retention an important measurement for business performance as well as a lagging indicator of existing leadership strength. Hiring the right people, and retaining them, goes to the heart of building an enduring successful business.

It has been said many times, and still rings true today, that more often people leave bosses than they do companies. After reading many commentaries on the topic, I thought I could share a couple of highlights on how bad bosses get fired by their employees:

A boss is unlikely to keep talent if they:

Shortcut the induction: New hires are extremely impressionable during the first months of a new job. Their senses are heightened as they pick up and read into every utterance and body gesture. Your time and attention to the induction process will either reinforce or reduce your new employee’s commitment to joining your organisation. Outsourcing this isn’t the solution, as direct supervisors play the key role in establishing future behaviour. Reinforcing why they were chosen, how they fit into the business, and the significance of their role are all critical conversations that too few people make the time to have with their new hires.

Over manage: Bosses that love control are often tempted to tell a new starter ‘what’ they want done and ‘how’ they want it done, ignoring the fundamental conversations ‘why’ something needs to be done and ‘why’ it is important. A sure way for a quick departure is to tell employees ‘what’, and never discuss ‘why’.

Don’t communicate: Email is a tool, not the universally accepted means of effective communication. Group meetings or a one on ones are other methods of communication, however communication is never effective until your audience understands what you are trying to say. Don’t assume just because you ‘said’ it or ‘sent’ it, that it is understood. You’ve got to communicate not only the good, but also the bad and the ugly. If you don’t tell them, someone else with their interpretation will.

Accept average: No one pays for average, and no one good hangs around with average. High performers don’t have to or want to work where average is tolerated. Again a sure way to get yourself fired by your best employees!

Treat everyone equally: This may seem right, and because of company rules, may even be policy – but your employees are not equal. Some are worth more because they deliver more, and salary is only one of the many possible differentiators. Flexibility, training or technology are also important considerations for high performers. The aim is not equal treatment, but fair treatment.

Don’t recognize outstanding performance and contributions: Again a quick way for a boss to get the sack is to undervalue the recognition of their employees. Studies suggest employees are seeking praise and recognition every seven days! It is unlikely you got that level of recognition, but the fact is – behaviour you want repeated should be rewarded immediately!

Don’t have any fun at work: Do you look forward to going to work each day? If you aren’t excited, your employees probably aren’t either. Find ways to make the work place more relaxed and fun, and you might find a new level of enjoyment in the process.

Don’t maintain employee retention plans: As mentioned, employee retention is an important measurement within your business, but more importantly is what you are doing to retain your key employees. Create a list of the key people you don’t want to lose and, next to each name, write down what you are doing or will do to ensure that person stays engaged and within your organisation.

Don’t do employee retention interviews: Exit interviews are too late! Better you understand what you can do differently than what you could have done differently. Avoid being fired by conducting stay interviews. Taking the time will add great value to your engagement and retention of key employees.