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Have a problem with high staff turnover?Views: 1109
Apr 03, 2007 7:35 pmHave a problem with high staff turnover?#

shelley@shelleysykes.com sykes
Research has shown that most sales and marketing executives leave their company because of one of three things:

1. Lack of appreciation
2. Poor results or
3. Same old, same old

Want to retain your best assets? Your team?
Want to increase your profit line by 27% by retaining staff and reducing sickness/time out, recruitment and training costs?

You can. It is down to company culture training.

Happy Workers, Happy Hive, Happy Customers

For more details or to discuss your needs please contact Shelley for free advice.

Private Reply to shelley@shelleysykes.com sykes

Apr 05, 2007 4:15 pmre: Have a problem with high staff turnover?#

Adam Herbel
Hi Shelley,

Looks like a pretty good ad for your services!

For reasons that sales execs leave, I would add:

#4 Lack of direction by leadership.

People with lofty personal goals like to follow those with even higher ones!

Best wishes,


Private Reply to Adam Herbel

Apr 06, 2007 3:23 amre: re: Have a problem with high staff turnover?#

Denise Michaels
One of the most valuable things I've read in a long time is a special report I purchased (no, not a sales letter disguised as a special report - but a real report) about the mindset of entrepreneurs and how best to do business with them. Go to http://www.thewordsthatsell.com (They also have similar reports that are incredibly helpful if you sell to people in other occupational groups as well.)

One of the things this report revealed was that most entrepreners are very poor managers - many are sort of "fly by the seat of the pants" kind of people. They don't communicate much of anything in writing, they're very hands-on, they're uncomfortable delegating. As a rule because their employees don't have written guidelines, standards and systems (ala Michael Gerber) they typically are undermotivated, have poor morale and become discouraged - resulting in high turnover.

Btw, these entrepreneurs generally are not those people who come up through the ranks of management - they are the people who start businesses because they are way too independent and basically pretty "unemployable" as the report states.

All the best,

Denise Michaels
Author, "Testosterone-Free Marketing"

Private Reply to Denise Michaels

Apr 08, 2007 2:32 amre: re: re: Have a problem with high staff turnover?#

Tom "Bald Dog" Varjan
Hi Denise,

I can only confirm your statement. I have a bundle of these reports and they're brilliant.

You're spot on with Michael Gerber. Most so-called entrepreneurs manage by crisis. The problem is that they are skilled only in the content of their businesses, that is, law, IT, accounting, chimney-sweeping, etc. but most of them don't know how to develop the necessary processes that turn the content into a viable business.

And most of them don't have a clue about the impact of staff turnover. Hence, many entrepreneurial businesses refuse to pay benefits and vacation because they prefer to pocket the money and spend it on personal things.

I've seen far too many entrepreneurial businesses where the owner drove a BMW or Mercedes, but the business was basically broke and behind on bills and paycheques.



Private Reply to Tom "Bald Dog" Varjan

Apr 09, 2007 6:40 pmre: re: re: re: Have a problem with high staff turnover?#

Denise Michaels
Hi Tom:

We've both seen it - but I'll give the readers here at the network an example from my files.

I have a client who's been in business for 22 years. (She just started working with me a month ago.) Anyway, her business is making sewing patterns for women who sew their clothing. She sells them online, she has a handful of retailers nationwide she wholesales to and she also sells them through trade shows around the country now and then. I met her in person at a tradeshow for the textile industry here in Las Vegas a couple weeks ago.

Because "fashion" is a "glam" kind of industry - being a bit of a personality (branding herself) can be hugely helpful to her success. I asked her how she felt about doing more of these trade shows and being more "media accessible." She told me the problem with that is when she gets back home she runs around like a chicken with her head cut off for about a week to get caught up with the workload.

She has a woman who comes in two afternoons a week who helps out with some of the mundane production work. Total six to eight hours a week. She's paying this woman double the minimum wage because she knows her and trusts her to do the work right even though she's pretty slow. This worker is older and values accuracy way over speed.

My client admitted she needs a helper who values both accuracy AND speed. But she felt she can't leave to be more of a "personality" in the business because she doesn't know of anyone else who can do the work.

I told her about Michael Gerber and how to start creating operational guides so that just about anyone can step in and do the work. I also asked her to think about what she can delegate that just isn't the highest and best use of her time and that she could find people to do it fairly inexpensively.

She's already decided to move this worker towards doing more of the order fullfillment work - where accuracy IS really important and get someone new who can be trained to do the production work - at a faster pace. It had never dawned on my client before to write things down so certain jobs can be systematized and therefore easy to plug a less experienced person in.

It will be interesting to see how things progress.

Btw, my client doesn't drive a Beemer but about a year ago she built a stable and riding ring on her four acre property and bought a horse she loves to ride - another rather expensive (but satisfying) way to travel. *LOL*

All the best,

Denise Michaels
Author, "Testosterone-Free Marketing"

I'm looking for one woman business owner who is interested
in getting marketing and business support. Visit me
online for more information about marketing mentoring
at http://www.MentoringwithDenise.com

Private Reply to Denise Michaels

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