February 7, 2025 • 14 mins
Why do employees choose to follow a leader beyond just the promise of a paycheque? Join us to learn about the core needs that are impacting your staff's buy-in and engagement, and uncover the secrets to creating a workplace that thrives on connection, autonomy, and meaningful contribution.
Have you created an environment that is meeting your staff's needs, or causing them unnecessary stress?
If you want to make sure you are nurturing a supportive, value-driven culture, this is the episode for you!
To have your questions answered on the show, submit your story here: https://allthrive.ca/share-your-story
Leadership Ripples with Leah Fink is live every week at 12:00pm MST. Please join us to get answers to your leadership questions! https://www.linkedin.com/in/leah-fink-all-thrive/
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Every action you take as a leader has a ripple effect
, starting with your team, goingout to the organization and
even out into people's personallives.
Here we offer you the chance tolearn from real-life stories of
leadership so you can gain adeeper understanding and level
up your own skills Fromcommunication to culture, to
power and equity, to feedback,to resolving conflict and more.
(00:23):
Join us and make sure you'recreating the ripples you want.
Welcome to Leadership Rippleswith Leah Fink.
Speaker 2 (00:31):
Hello and welcome to Leadership Ripples with Leah
Fink.
This is the second episode ofour second season and this is a
part two to last week's episode.
Why would I work for you?
Why should your employees wantto work for you at all?
Why would they care?
Last week we dove a little bitmore into the fiscal side and
specifically what kind ofmindsets you might have around
(00:54):
that financial side of havingemployees that actually impact
how staff feel about workingwith you, what kind of sense
they get, and today we're goingto be talking more about some of
the cultural components thatimpact why staff may or may not
want to work with you.
Once again, we're looking atthis more from a place of
mindset, this idea of theemployee's perspective, how they
(01:16):
feel when they come into theirjob every day, how they feel
valued or how they feel like aburden to you.
And that really is what createsthe difference between
employees that are here for apaycheck.
They just want to get out assoon as they can, and the
employees that care, that havesome sort of stake in your
(01:37):
business, in your organization,and they want to make it better.
So when we're looking beyondthe financial piece of this job
and we're looking at thisculture.
There's obviously a lot I couldtalk about, and I want to focus
on two main things that Ibelieve have a huge impact on
the employee experience, andthat's both the work-life
balance and then the personalmeaning that they take from
(01:57):
their work and at the heart ofall the things we're going to
talk about today.
What I really want to highlightis this idea of core needs that
all people have, and especiallythat relate to ourselves and
our work life.
As humans, we seek connection,we seek autonomy, we seek
contribution, we seek beingvalued, we seek relaxation.
(02:17):
There's so many core needs thatwe're constantly trying to get
met.
Even if we look at last week'sepisode, if you look at this
idea of getting paid for a job,there's a core need there of
safety and security that youwill have money to take care of
your physical needs and all ofthose pieces.
When we feel that needs arebeing met, we're in a good,
happy, healthy place.
(02:38):
That's when all the good stuffis happening, but when we feel
like our needs are not being met, that can lead to a lot of
challenges.
We'll either find unhealthierways to try to get them met,
which is not what we want, or itcan be really impactful for our
emotional state, our mentalstate, if we don't feel we can
get those met at all and thisleads to some really long-term
(02:59):
problems like burnout and someof the big problems that we see
in workplaces when people chooseto leave.
So if we look at this in theworkplace, it's not saying that
work is responsible for meetingevery single person's individual
needs, but, again, as leaderswe are responsible for these
components of the environmentthat will help support people's
needs getting met or will hinderthat.
(03:21):
And let's start by looking atwork-life balance as this first
factor and generally, when wethink about work-life balance,
we're probably thinking aboutsome core needs of connection or
belonging with the people thatyou care about outside of work,
and some sort of need likerelaxation.
You need a break for your brainand your body to go home and
decompress.
There's, of course, going to beother needs, but let's just
(03:42):
even talk about those too.
And of course, people have anunderstanding that some of their
time and effort and energy isgoing to be committed in order
to work.
They want to make money,they're going to go to work.
That's going to mean they haveless time than if they had no
work for meeting with thosepeople that they care about, for
relaxation, and that's veryunderstood and pretty healthy
(04:02):
for people.
Generally, when that's in agood state, they don't mind too
much.
The challenge is, sometimesthese pieces of work start to
overshadow those pieces ofwork-life balance and then those
needs start to get constricted.
It's much harder to meet them,and that could include things
like having too many demands fora job that means there's
constant overtime, having areally inflexible schedule that
(04:26):
doesn't allow for life to happen, having work that you have to
take home every day All of thesecomponents slowly start to
infringe on this time at homethat helps people meet these
needs.
Now, of course, if there areregular disruptions to staff
trying to get away to try tohave this connection, try to
have this relaxation, this ishaving this impact on them and
(04:49):
this is impact on their mood,their ability to work, their
productivity.
It can lead to things like themfeeling resentment for the
company or ending up on medicalleave, getting burnt out.
All of those are impacts whenwe start to wear down this
opportunity for them to getthose needs met and you don't
have control over everything asa leader, especially if you are
(05:09):
maybe in a middle managementposition.
There are things, though, thatyou do have control over.
One of the things I seeconsistently when I do my mental
health assessments as a hugelysupportive factor for people in
this work-life balance sphere issome flexibility over time and
schedule, and that's both insidethe workplace and out of it.
So, in an ideal world, maybeyou are a leader of an office
(05:32):
space and there is a fair bit offlexibility and you can let
staff determine some things likemaybe they start at 730 versus
830.
Or maybe you ensure that ifthey need to leave for an
appointment, they can make upthat work at another time.
Maybe they even ask if they canhave half a day off here and
work late some nights, and maybeyou have that capacity, and
that is wonderful.
There's going to be some thingsthat are harder to change.
(05:54):
You might be a leader thatdoesn't have that flexible of an
option.
Maybe your staff do shift workthat's very regimented.
Even then, are there ways youcan still support this concept
that they feel that they can gethome, that they can have that
rest or they can commit tospecific important things in
their life?
Maybe it's when you're buildingthe schedule, you're having
(06:14):
conversations with people andmaking sure it works the best
way possible for your team.
Maybe there are specific daysthat you're prioritizing for
specific people.
I recognize this takes extratime and effort and you probably
also feel busy and stressed asa leader, but this is really how
your employees can feel valued.
They know about the timerestrictions that you have.
They know about those things,but if they have a sense that my
(06:37):
leader cares enough that theychecked in with me about this
thing, that they're reallytrying to help make this
flexible for me, you can feelthat and the hard part about
this is you have to balance whatmatters to you.
Like I said, as a leader, Iknow you are busy, I know you
have lots of competingpriorities and there may even be
some emotional pieces.
(07:01):
Right, like we talked about lastweek, there's some mindsets.
Do you have a mindset that youneed a little bit more control
over your employees and theirtime?
Do you really fully trust themto do their work by themselves?
Now an example I see of this ona large scale right now, some
large companies are doing bigback-to-work mandates all across
the board.
Everyone's coming in and Idon't see these all as being for
the right reasons.
I've talked to some of thesestaff and they're not
(07:22):
experiencing this in a positiveway.
It can come from leaders, onceagain not having trust in their
employees and they're wantingmore control over to be able to
manage every moment of thatemployee's time.
Maybe they're trying toactually actively shrink their
staff team by knowing somepeople will leave if they do a
return to work mandate Lots ofunhealthy things like that.
And then you hear about howthese workplaces talk to their
(07:45):
employees about this.
I've even heard people telltheir employees yes, this is for
you, this is for your mentalhealth, this is going to be good
for you.
First, that can feel, of course, a little maybe condescending
or untrue to you.
If you were feeling like thatwork from home helped you
balance your life a little bitbetter, gave you time, helped
you meet those needs a bitbetter, of course it's not going
(08:06):
to feel like it's supportingyou when they tell you you're
coming back to work.
It can be incredibly damagingfor your team, for your morale,
and how do you feel valued as anindividual in the workplace
when this happens?
Once again, you might not havefull control over this, but even
if you're looking at your teamand how you are talking to
individual employees aboutchanges like this, you really
(08:28):
need to make sure that you'restill speaking with them,
helping them understand how theycould be finding and meeting
these needs and how you might beable to support those in minor
ways.
And this might just be thatyou're talking to them about
concerns around the change.
Maybe you're finding other waysyou could still be flexible.
If they're back in the office,what other ways could they feel
supported by the organization?
(08:49):
Now that this is happening, canthey still get their needs met
and what can you do to help?
Just those conversations can beagain saying that you have an
investment in this person andtheir perspective about it will
be different.
So if we're looking at that,that was all kind of just
touching touching a little biton these personal needs, these
work-life balance needs thatpeople have when they go to work
(09:11):
, and there's also the needsthat people can have met at work
and that can get you somereally neat buy-in.
And I'm going to focus on twobig ones that I see, which are
autonomy and contribution.
And first of all, autonomy, ifyou've listened to previous
episodes, I've talked abouttrust.
I've talked about giving youremployees the ability to decide
important parts of their work,and this also comes up when we
(09:33):
look at factors that influencemental health in the workplace.
Is this about employees?
Can they be trusted to dothings autonomously?
How much control do they haveover their own work?
How much control do they haveover the order that they choose
to do their work in or the waythat they choose to do their
work?
Do they have a say in whichprojects they work on, at which
times?
All of these components areactually quite impactful to how
(09:56):
people perceive their autonomyin their job, if they can truly
take this on as an independentadult, because no one wants to
be treated like a kid, to betold exactly what to do, to have
someone speak down to them orassume that they can't do
something properly.
They want, on this other hand,to have clear boundaries, to
understand what they can do andsomething properly.
(10:16):
They want, on this other hand,to have clear boundaries to
understand what they can do andhow they can do it, to be able
to do the work that they knowthey can do and have this sense
that they completed, that theyindependently were able to do
these things.
It is a really important needfor people to feel the sense of
autonomy, and if you feel likeyou have a staff member that you
are not ready to give thatautonomy to, there's definitely
(10:39):
some bigger things to look at.
You could be looking at yourown leadership and some of these
pieces, maybe that you'refeeling this lack of trust or
ability to let go.
It could be things like unclearroles and responsibilities in
the office that you need to lookat.
It could be things like theirtraining that they didn't have
sufficient training, that youtrust them, but that is
definitely something to belooking at, because this is
(11:00):
something you want to be able togive all of your staff.
And the final lead I want totalk about is contribution.
People want to matter.
They want to make a mark on theworld or have an impact on
people or do something that hasmeaning.
This is, again, just a coreneed that people have that can
often be actually hard to findin our society.
That sense can be a greatprotective factor, though,
(11:22):
against things like depression,as there is a feeling that you,
being in the world, yourexistence, has some relevance,
and this also matters, obviously, a lot in the workplace, and
this can be tricky, because itreally depends a lot on people's
motivations for why they'redoing the work they're doing and
that buy-in that they have.
So if you talk to nurses orteachers or social workers who
(11:46):
are directly working and helpingpeople, they probably have a
bigger sense of meaning in theirwork.
They have this sense of mycontribution.
I see a direct result of it.
I see the positive result.
I feel good.
So my sense for contribution iswell met in the workplace.
That helps them get throughmaybe other challenges they have
in the workplace.
But some people's roles thiscould be the opposite case.
(12:06):
They could say something likewell, I'm flipping burgers, why
does it matter?
And this is a place where, as aleader, you can have a huge
impact.
Find out what matters to thosepeople, even in tasks that most
people would see as very menialor boring.
They have things that they careabout.
They have things that theyvalue, these core values.
Maybe it's they care aboutpeople and there's ways you can
(12:29):
find that they can support theteam or interact with the team
in different ways, team orinteract with the team in
different ways.
Maybe they care about qualityof service and you can really
make sure that their recognitionis acknowledging those pieces
of quality of service that theydid.
Do they care about fun?
And how could you bring thatinto the workplace through them?
Whatever their core values are,there are always ways to reflect
(12:49):
that in a role and again, thismight not be easy as a leader.
This requires you taking onthis extra step of saying what
does this individual person careabout?
What do they need?
How can I support them in thatand then allow them to step into
those roles so they care strong, sense that their life at home
(13:13):
matters and that the companyisn't going to overshadow that
and they have a sense that theycan do their role autonomously
and that that role, whateverthey're doing, has some impact,
matters.
In some way.
You're going to keep employees.
You're going to get betteremployees who are more invested,
more engaged, more productiveand they'll want to stay with
you for a long time because thatwhole sense is that my
(13:35):
organization cares about me andwants me to be here.
Of course, this is not acomprehensive list of everything
you can do that will have staffwant to stay with you.
There are many other componentsof culture and role and
circumstance that are going toplay into this, but these pieces
of the needs you're meeting andhow you're seeing your
employees are so critical.
(13:57):
And that brings us to the end ofthe episode.
Next week, we're going to bereturning to more leadership
examples and questions, and soif you have a story that you'd
like to share with us, we wouldlove to have that.
You can find the link for thatin the description below and, as
a thank you if you docontribute a story or a question
, I will follow up with asession with you to make sure
that is all answered and to saythank you so much for
(14:19):
contributing.
And, finally, I want to thankyou for listening today, to
considering these things, totaking on the responsibilities
of leadership that can be harder, that are responsive to
individuals, that take a bitmore time, but ultimately you
see the benefit for them and youwill create these amazing
cultures and strongrelationships, and I am so
(14:40):
excited for you to have that.
And as we close, remember toask yourself what kind of
ripples am I going to createthis week?
Speaker 1 (14:48):
We hope you enjoyed the episode.
Make sure to subscribe, commentand connect with Leah at
meetleahca.
Every action you take as a leader has a ripple effect
, starting with your team, goingout to the organization and
even out into people's personallives.
Here we offer you the chance tolearn from real-life stories of
leadership so you can gain adeeper understanding and level
up your own skills Fromcommunication to culture, to
power and equity, to feedback,to resolving conflict and more.
(00:23):
Join us and make sure you'recreating the ripples you want.
Welcome to Leadership Rippleswith Leah Fink.
Speaker 2 (00:31):
Hello and welcome to Leadership Ripples with Leah
Fink.
This is the second episode ofour second season and this is a
part two to last week's episode.
Why would I work for you?
Why should your employees wantto work for you at all?
Why would they care?
Last week we dove a little bitmore into the fiscal side and
specifically what kind ofmindsets you might have around
(00:54):
that financial side of havingemployees that actually impact
how staff feel about workingwith you, what kind of sense
they get, and today we're goingto be talking more about some of
the cultural components thatimpact why staff may or may not
want to work with you.
Once again, we're looking atthis more from a place of
mindset, this idea of theemployee's perspective, how they
(01:16):
feel when they come into theirjob every day, how they feel
valued or how they feel like aburden to you.
And that really is what createsthe difference between
employees that are here for apaycheck.
They just want to get out assoon as they can, and the
employees that care, that havesome sort of stake in your
(01:37):
business, in your organization,and they want to make it better.
So when we're looking beyondthe financial piece of this job
and we're looking at thisculture.
There's obviously a lot I couldtalk about, and I want to focus
on two main things that Ibelieve have a huge impact on
the employee experience, andthat's both the work-life
balance and then the personalmeaning that they take from
(01:57):
their work and at the heart ofall the things we're going to
talk about today.
What I really want to highlightis this idea of core needs that
all people have, and especiallythat relate to ourselves and
our work life.
As humans, we seek connection,we seek autonomy, we seek
contribution, we seek beingvalued, we seek relaxation.
(02:17):
There's so many core needs thatwe're constantly trying to get
met.
Even if we look at last week'sepisode, if you look at this
idea of getting paid for a job,there's a core need there of
safety and security that youwill have money to take care of
your physical needs and all ofthose pieces.
When we feel that needs arebeing met, we're in a good,
happy, healthy place.
(02:38):
That's when all the good stuffis happening, but when we feel
like our needs are not being met, that can lead to a lot of
challenges.
We'll either find unhealthierways to try to get them met,
which is not what we want, or itcan be really impactful for our
emotional state, our mentalstate, if we don't feel we can
get those met at all and thisleads to some really long-term
(02:59):
problems like burnout and someof the big problems that we see
in workplaces when people chooseto leave.
So if we look at this in theworkplace, it's not saying that
work is responsible for meetingevery single person's individual
needs, but, again, as leaderswe are responsible for these
components of the environmentthat will help support people's
needs getting met or will hinderthat.
(03:21):
And let's start by looking atwork-life balance as this first
factor and generally, when wethink about work-life balance,
we're probably thinking aboutsome core needs of connection or
belonging with the people thatyou care about outside of work,
and some sort of need likerelaxation.
You need a break for your brainand your body to go home and
decompress.
There's, of course, going to beother needs, but let's just
(03:42):
even talk about those too.
And of course, people have anunderstanding that some of their
time and effort and energy isgoing to be committed in order
to work.
They want to make money,they're going to go to work.
That's going to mean they haveless time than if they had no
work for meeting with thosepeople that they care about, for
relaxation, and that's veryunderstood and pretty healthy
(04:02):
for people.
Generally, when that's in agood state, they don't mind too
much.
The challenge is, sometimesthese pieces of work start to
overshadow those pieces ofwork-life balance and then those
needs start to get constricted.
It's much harder to meet them,and that could include things
like having too many demands fora job that means there's
constant overtime, having areally inflexible schedule that
(04:26):
doesn't allow for life to happen, having work that you have to
take home every day All of thesecomponents slowly start to
infringe on this time at homethat helps people meet these
needs.
Now, of course, if there areregular disruptions to staff
trying to get away to try tohave this connection, try to
have this relaxation, this ishaving this impact on them and
(04:49):
this is impact on their mood,their ability to work, their
productivity.
It can lead to things like themfeeling resentment for the
company or ending up on medicalleave, getting burnt out.
All of those are impacts whenwe start to wear down this
opportunity for them to getthose needs met and you don't
have control over everything asa leader, especially if you are
(05:09):
maybe in a middle managementposition.
There are things, though, thatyou do have control over.
One of the things I seeconsistently when I do my mental
health assessments as a hugelysupportive factor for people in
this work-life balance sphere issome flexibility over time and
schedule, and that's both insidethe workplace and out of it.
So, in an ideal world, maybeyou are a leader of an office
(05:32):
space and there is a fair bit offlexibility and you can let
staff determine some things likemaybe they start at 730 versus
830.
Or maybe you ensure that ifthey need to leave for an
appointment, they can make upthat work at another time.
Maybe they even ask if they canhave half a day off here and
work late some nights, and maybeyou have that capacity, and
that is wonderful.
There's going to be some thingsthat are harder to change.
(05:54):
You might be a leader thatdoesn't have that flexible of an
option.
Maybe your staff do shift workthat's very regimented.
Even then, are there ways youcan still support this concept
that they feel that they can gethome, that they can have that
rest or they can commit tospecific important things in
their life?
Maybe it's when you're buildingthe schedule, you're having
(06:14):
conversations with people andmaking sure it works the best
way possible for your team.
Maybe there are specific daysthat you're prioritizing for
specific people.
I recognize this takes extratime and effort and you probably
also feel busy and stressed asa leader, but this is really how
your employees can feel valued.
They know about the timerestrictions that you have.
They know about those things,but if they have a sense that my
(06:37):
leader cares enough that theychecked in with me about this
thing, that they're reallytrying to help make this
flexible for me, you can feelthat and the hard part about
this is you have to balance whatmatters to you.
Like I said, as a leader, Iknow you are busy, I know you
have lots of competingpriorities and there may even be
some emotional pieces.
(07:01):
Right, like we talked about lastweek, there's some mindsets.
Do you have a mindset that youneed a little bit more control
over your employees and theirtime?
Do you really fully trust themto do their work by themselves?
Now an example I see of this ona large scale right now, some
large companies are doing bigback-to-work mandates all across
the board.
Everyone's coming in and Idon't see these all as being for
the right reasons.
I've talked to some of thesestaff and they're not
(07:22):
experiencing this in a positiveway.
It can come from leaders, onceagain not having trust in their
employees and they're wantingmore control over to be able to
manage every moment of thatemployee's time.
Maybe they're trying toactually actively shrink their
staff team by knowing somepeople will leave if they do a
return to work mandate Lots ofunhealthy things like that.
And then you hear about howthese workplaces talk to their
(07:45):
employees about this.
I've even heard people telltheir employees yes, this is for
you, this is for your mentalhealth, this is going to be good
for you.
First, that can feel, of course, a little maybe condescending
or untrue to you.
If you were feeling like thatwork from home helped you
balance your life a little bitbetter, gave you time, helped
you meet those needs a bitbetter, of course it's not going
(08:06):
to feel like it's supportingyou when they tell you you're
coming back to work.
It can be incredibly damagingfor your team, for your morale,
and how do you feel valued as anindividual in the workplace
when this happens?
Once again, you might not havefull control over this, but even
if you're looking at your teamand how you are talking to
individual employees aboutchanges like this, you really
(08:28):
need to make sure that you'restill speaking with them,
helping them understand how theycould be finding and meeting
these needs and how you might beable to support those in minor
ways.
And this might just be thatyou're talking to them about
concerns around the change.
Maybe you're finding other waysyou could still be flexible.
If they're back in the office,what other ways could they feel
supported by the organization?
(08:49):
Now that this is happening, canthey still get their needs met
and what can you do to help?
Just those conversations can beagain saying that you have an
investment in this person andtheir perspective about it will
be different.
So if we're looking at that,that was all kind of just
touching touching a little biton these personal needs, these
work-life balance needs thatpeople have when they go to work
(09:11):
, and there's also the needsthat people can have met at work
and that can get you somereally neat buy-in.
And I'm going to focus on twobig ones that I see, which are
autonomy and contribution.
And first of all, autonomy, ifyou've listened to previous
episodes, I've talked abouttrust.
I've talked about giving youremployees the ability to decide
important parts of their work,and this also comes up when we
(09:33):
look at factors that influencemental health in the workplace.
Is this about employees?
Can they be trusted to dothings autonomously?
How much control do they haveover their own work?
How much control do they haveover the order that they choose
to do their work in or the waythat they choose to do their
work?
Do they have a say in whichprojects they work on, at which
times?
All of these components areactually quite impactful to how
(09:56):
people perceive their autonomyin their job, if they can truly
take this on as an independentadult, because no one wants to
be treated like a kid, to betold exactly what to do, to have
someone speak down to them orassume that they can't do
something properly.
They want, on this other hand,to have clear boundaries, to
understand what they can do andsomething properly.
(10:16):
They want, on this other hand,to have clear boundaries to
understand what they can do andhow they can do it, to be able
to do the work that they knowthey can do and have this sense
that they completed, that theyindependently were able to do
these things.
It is a really important needfor people to feel the sense of
autonomy, and if you feel likeyou have a staff member that you
are not ready to give thatautonomy to, there's definitely
(10:39):
some bigger things to look at.
You could be looking at yourown leadership and some of these
pieces, maybe that you'refeeling this lack of trust or
ability to let go.
It could be things like unclearroles and responsibilities in
the office that you need to lookat.
It could be things like theirtraining that they didn't have
sufficient training, that youtrust them, but that is
definitely something to belooking at, because this is
(11:00):
something you want to be able togive all of your staff.
And the final lead I want totalk about is contribution.
People want to matter.
They want to make a mark on theworld or have an impact on
people or do something that hasmeaning.
This is, again, just a coreneed that people have that can
often be actually hard to findin our society.
That sense can be a greatprotective factor, though,
(11:22):
against things like depression,as there is a feeling that you,
being in the world, yourexistence, has some relevance,
and this also matters, obviously, a lot in the workplace, and
this can be tricky, because itreally depends a lot on people's
motivations for why they'redoing the work they're doing and
that buy-in that they have.
So if you talk to nurses orteachers or social workers who
(11:46):
are directly working and helpingpeople, they probably have a
bigger sense of meaning in theirwork.
They have this sense of mycontribution.
I see a direct result of it.
I see the positive result.
I feel good.
So my sense for contribution iswell met in the workplace.
That helps them get throughmaybe other challenges they have
in the workplace.
But some people's roles thiscould be the opposite case.
(12:06):
They could say something likewell, I'm flipping burgers, why
does it matter?
And this is a place where, as aleader, you can have a huge
impact.
Find out what matters to thosepeople, even in tasks that most
people would see as very menialor boring.
They have things that they careabout.
They have things that theyvalue, these core values.
Maybe it's they care aboutpeople and there's ways you can
(12:29):
find that they can support theteam or interact with the team
in different ways, team orinteract with the team in
different ways.
Maybe they care about qualityof service and you can really
make sure that their recognitionis acknowledging those pieces
of quality of service that theydid.
Do they care about fun?
And how could you bring thatinto the workplace through them?
Whatever their core values are,there are always ways to reflect
(12:49):
that in a role and again, thismight not be easy as a leader.
This requires you taking onthis extra step of saying what
does this individual person careabout?
What do they need?
How can I support them in thatand then allow them to step into
those roles so they care strong, sense that their life at home
(13:13):
matters and that the companyisn't going to overshadow that
and they have a sense that theycan do their role autonomously
and that that role, whateverthey're doing, has some impact,
matters.
In some way.
You're going to keep employees.
You're going to get betteremployees who are more invested,
more engaged, more productiveand they'll want to stay with
you for a long time because thatwhole sense is that my
(13:35):
organization cares about me andwants me to be here.
Of course, this is not acomprehensive list of everything
you can do that will have staffwant to stay with you.
There are many other componentsof culture and role and
circumstance that are going toplay into this, but these pieces
of the needs you're meeting andhow you're seeing your
employees are so critical.
(13:57):
And that brings us to the end ofthe episode.
Next week, we're going to bereturning to more leadership
examples and questions, and soif you have a story that you'd
like to share with us, we wouldlove to have that.
You can find the link for thatin the description below and, as
a thank you if you docontribute a story or a question
, I will follow up with asession with you to make sure
that is all answered and to saythank you so much for
(14:19):
contributing.
And, finally, I want to thankyou for listening today, to
considering these things, totaking on the responsibilities
of leadership that can be harder, that are responsive to
individuals, that take a bitmore time, but ultimately you
see the benefit for them and youwill create these amazing
cultures and strongrelationships, and I am so
(14:40):
excited for you to have that.
And as we close, remember toask yourself what kind of
ripples am I going to createthis week?
Speaker 1 (14:48):
We hope you enjoyed the episode.
Make sure to subscribe, commentand connect with Leah at
meetleahca.
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