Description
Retention 911: Reviving, Inspiring and Engaging During Crisis
Tuesday, September 15, 12pm CST
As if the regular challenges weren’t enough! The year 2020 is
trying everything it can to eat our lunch! Your teams are running on fumes.
Heck, even more are running toward the door! Leader, in the face of
uncertainty, stress,
exhaustion, frustration, and under-appreciation, your best attitude and effort
is needed more than ever! This is no time to trade in your credentials for a
butterfly net and a one-way ticket to a breezy paradise! Strap in! The world’s
not done with you yet and your peace
of mind misses you!
Organizations that
fail to inspire their team members, especially during crises, lose the
retention battle in an industry notorious for churn and burn. Haphazard,
nonspecific retention strategies result in loss of productivity, poor
staff morale, debilitating workplace stress, high accident rates,
no-call-no-shows, and dysfunctional teams. Rest assured, there are more
effective strategies to retaining your folks besides wishing, hoping, and
crossed fingers.
Great news
ahead!
This session promises to transform the energy traditionally reserved for
handwringing, complaining, and worrying into best-practice approaches that
create dynamic, positive work environments.
1.Participants will identify the root causes and
conditions that create lack of engagement and stifling turnover. Participants
will review and engage in the latest research, theories and practices related
to engagement and retention. The tools used are derived from the works of
Daniel Pink, Brene Brown, Simon Sinek, Kouzes and Posner, the Gallop Survey
resources, among many, many others.
2.Participants will assess their professional
skillset against research-based competencies necessary to coach and inspire
colleagues and direct reports to greater loyalty and a healthy sense of
belonging. We will include identifying the hallmarks of a vibrant and inclusive
community and the type of leadership that creates that environment.
3.Participants will develop a 30-day plan designed to
create departmental cultures characterized by an elevated commitment to
external and internal customers as well as the organization’s mission, vision,
and values. Additionally, we will identify supplementary resources on Human
Performance Improvement to support consistency and accountability through
ongoing change.