We’ve all heard of businesses with a “high-turnover” rate. Businesses that cannot seem to keep employees. Following a short term of employment, employees keep leaving the company. Normally, it is considered a fault of those leaving the company. The job was not what he expected. She just was not committed. He’s not use to hard work. In some cases, this might be true.

However, when turnover continues among good, and not so good, employees, other issues need to be addressed. Great leaders will look at the inner workings of the company, the structure and atmosphere or culture inside the organization.

I have read the story of Dell computers a few years back. When internal surveys revealed that half (50%) of Dell’s employees reported they would leave the company if they had an opportunity, the two top officers took notice. While many CEO’s pastors, or other top officers would have dismissed or explained it away, Michael Dell and Kevin Rollins took the matter seriously. In fact they took it personally – in a good way.

Both Dell and Rollins began addressing their own weaknesses that had lowered morale in the workplace. Understanding the reality of this situation and the lengths that this CEO and President went to, gives testimony to why Dell is considered one of the best led companies in North America. One article written about the Dell experience can be found in Business Week Magazine, November 3, 2003.

Hiring or recruiting the right people is critical. But hiring the absolute best person for a position is no guarantee he/she will stay. Without connectedness (see connections post) on the leader’s part, disparity will increase, and morale will decline (sometimes rapidly). With declining morale, the workplace becomes a place of anxiety and depression. No one wants to stay under those conditions.

Some of the words used (by employees) to describe Dell’s two top leaders were, impersonal, detached, autocratic, antagonistic, and unapproachable. Michael Dell was an “off the charts” introvert. He had not realized the interpretation this would give to his employees. He sat out to change his own vulnerabilities right away.

Connecting with others, (getting to know his/her personal story) is the absolute best way to insure they feel understood and appreciated for their efforts. This does not require major effort or time. Simply a couple of minutes a day getting to know a little about what gets people up every morning. Every person wants to feel valued in life. To provide this connectedness to employees/volunteers requires a leader who is willing to break through his own vulnerabilities. Try connecting to understand how you can improve morale and productivity. You will also retain your valuable employees who will be your cheerleaders as well.

George Yates is an Organizational Health Strategist and coach, assisting churches, organizations, and individuals in pursuing God’s purpose for life.