Most organizations have a process for finding out why employees leave. It's called an exit interview. Exit interviews can provide valuable information. The problem is by the time you're having that conversation, it's usually too late to do anything about it. What if you could learn what keeps employees engaged, what frustrates them, and what might cause them to leave before they start looking for another job? That's where Stay Interviews come in. What Are Stay Interviews? Sta

Most leaders know recognition matters. The problem is that we often recognize people the way we would want to be recognized. Discover how to make recognition meaningful using the PATS framework.

Have you ever had a really good employee who just seemed to change? They were still doing the job, but the energy was different. That employee who used to speak up in meetings no longer does. The person who always had ideas suddenly just does what they're asked. The employee who used to go above and beyond starts doing exactly what's required—and nothing more. They haven't necessarily become a bad employee. They may have just stopped caring. And that usually doesn't happen ov

Growth is exciting. It can also expose cracks in the way an organization manages people. What worked when the company was smaller may not work as it grows. The owner or business leader can no longer be involved in every decision. Managers are expected to handle situations they may never have been trained to address. And processes that once lived in someone’s head need to become clearer, more consistent, and easier for others to follow. The problems may show up as turnover, po

“Turnover is too high. We need to increase pay.” “Employees aren't accountable. We need accountability training.” “Our teams aren't working well together. We need team building.” Maybe. But maybe not. One of the most common mistakes organizations make when dealing with people challenges is moving too quickly from problem to solution. I see this all the time in my consulting work. The problem that is initially presented is rarely the real problem. Leaders often see a symptom,

One of the most uncomfortable things I hear from a manager is: “They’re going to be completely shocked when we let them go.” If that’s true, there’s a good chance something has gone wrong long before the termination meeting. 1. The manager has been talking about the employee instead of talking to the employee. Everyone in leadership knows there’s a problem. The employee doesn’t. Managers often avoid difficult conversations because they don’t want conflict, hope the situation

Many organizations have a people problem, and they think they know the cause. But sometimes it's a symptom, and there is something deeper going on. Read on to learn how to avoid this.

Discover the people issues that quietly impact performance, retention, and results.

Here’s why that matters—and what to do about it More than a third of employees say they don’t feel comfortable sharing feedback at work. Let that sink in for a minute. That means in many organizations, a significant portion of your workforce is holding back—not sharing concerns, offering ideas, or telling you what’s really going on. But when employees don’t speak up, the problem doesn’t go away. It just gets more expensive, more complicated, and harder to fix. What’s Really

The U.S. has seen one of the biggest surges in layoffs in the last decade. While reducing headcount is sometimes necessary, I’m seeing too many organizations go there too quickly, before fully exploring other options. I’m also seeing something else. Layoffs handled by email. Quick virtual meetings. Little thought to the ripple effect. A friend of mine had their entire department eliminated in a Zoom meeting. It was explained that the work was being outsourced. After the mes

This post shares information around tolerating small things that can result in disengagement, frustration, and even turnover over time.

What is job hugging? Learn why employees are staying in their jobs in 2026, the impact on engagement, and what leaders should do about it.

Employee engagement is critical to organizational success. This post provides guidance on how to improve it in your organization.

Discover the real reason you're losing your best employees and what you can do about it.

When a top performer leaves, most companies focus on the cost of replacing them. But the real damage usually shows up somewhere else — in morale, workload, client relationships, and team momentum. In this article, I break down the real cost of losing great employees and some of the early signs someone may be getting ready to walk out the door.

Every organization says some version of this: “We just have too much drama.” This probably looks like: Water cooler conversations Frustration bubbling under the surface People venting about one another The meeting after the meeting Avoided conversations Escalations that shouldn’t have been escalations Gossip And almost every time, someone attributes it to a personality problem. But here’s what I’ve learned after 30+ years in HR and organizational development: Drama is rarely

Most organizations say their people are their greatest asset, but few can confidently say they’ve built an employee experience that helps those people perform, grow, and stay. That’s because employee experience isn’t just about perks, engagement surveys, or the annual offsite. It’s the sum of every moment an employee has with your organization , from hire to retire. But building that kind of experience can feel overwhelming, especially for small HR departments or leaders jugg

Every year, like clockwork, January becomes new job season . People reflect over the holidays… reevaluate their careers… and decide whether they want to stay or make a fresh start. Even though the job market has shifted, you STILL want to keep your best talent and ensure that they are engaged and productive. And here’s the part most leaders don’t realize: 👉 Employees don’t decide to leave in January. They decide in November and December — and act in January. The good news is

It may be cliché, but I always think of November as the season of gratitude. This week, I’m focusing on how gratitude isn’t just a nice-to-have sentiment but a key ingredient in boosting employee retention and engagement. William James said, “ The deepest principle in human nature is the craving to be appreciated. ” I believe this to be true. People won’t stay with your organization or bring their best if they don’t feel valued and appreciated. The Reality According to Quan

We’ve had Quiet Quitting and Quiet Firing —but now there’s a new “quiet” trend making waves in the workplace: Quiet Cracking . So, what’s the deal with all this quiet stuff? The Rise of the “Quiet” Trends Quiet Quitting - It started with Quiet Quitting in the COVID era, when employees disengage and do just enough to get by. Not because they’re lazy, but because they feel overworked, underpaid, or disconnected from purpose. Quiet Firing - Then came Quiet Firing , when leade