I quit

Good employers are few and far between. So many things on this list hit home with me about how an employer (or manager) should behave.


In my various careers there have been few managers I have admired. While managers have their own job to do, their most important role is that of manager. To manage their staff, managers need ensure their workload is adequate, that they have the tools to do their job effectively and safely and that their staff are satisfied with their role. But managers have a greater responsibility to their staff. A good manager fosters growth of their staff. They listen to their career goals and take steps to facilitate development through either training, mentoring, new experiences or a combination of these things. A great manager will back their staff - defend them when they need it and support them at all times.


Organisational structure and corporate greed have a lot to answer for. Not only are they structured in such a way as to make their workers feel unappreciated they forget that staff that are well cared for work harder both in the office and out of it. A good staff member touting your wares is worth more than any salesman. A team of good staff telling everyone they know about your product or service is the best advertising you will ever get.


Providing you are reasonable in your business model - keeping your staff happy is the first thing you need to do to ensure success of your company. Unhappy staff is like dry rot. It is a virus unto the body of your business. Disgruntled employees can be so damaging to an organization.


Keep your staff happy, train them, care for their wellbeing and they will reward you tenfold.


And, contrary to popular belief, it does not take a lot. But the actions you take need to be done with sincerity. Don't throw a corporate breakfast for face value. A CEO who flies in for a breakfast once every quarter will not be respected by his staff.  A CEO who walks the floor on a Tuesday, chats to staff in the tea room and makes time to engage is one to be admired. Sure, you're the head of a company. Sure, you have big decisions to make. But your staff see a coffer that is being paid a fortune to fly in for a junket. Be real. The hour it takes to walk around the office once a week (and don't make it every Tuesday at eleven - your staff are not stupid; they will see right through your calculated ways and your efforts will be wasted) will return to you tenfold. Being truly engaged in your staff (not just your direct reports) means that you will encourage engagement. Engaged people work harder (and you don't even have to put a ring on it).


What companies, and individual managers, need to realise is that without your staff your organisation will grind to a halt. Losing intellectual property when good staff leave costs the company a hell of a lot more than you can measure in reduced overheads or lower wages.


Encouraging cross-training not only invokes some semblance of balance into individual employee's day but spreads your risk. Focusing all your attention on a couple of key staff means that you are at risk of losing your subject matter experts.


Managers and organisations alike need to work smarter. I'm not saying you need a psychology degree to run a company but you do need to realise you are working with humans, not robots. Humans not only think for themselves but they also talk. Talk can make or break a company.


Small changes can save or sink the ship. So, if you are a manager or the owner of a company, have a think about your staff and the culture you foster. Staff that feel valued will give you more than just hard work. They will give you loyalty. No salary can buy that. That has to be earned.