The number one reason employees quit their jobs

While I’m sure it doesn’t apply to you, a Gallup Poll of more than 1 million U.S. workers indicates the No. 1 reason people quit their jobs is a bad boss or supervisor.

Wondering if you or one of your managers is struggling as a boss? Look at your turnover rates. If they are low, you’re doing well. If they are in the middle, it’s time to start paying attention. If your turnover rates are high, you’ve got a problem. Unfortunately, turnover rates are often overlooked or explained away with a, “They’re leaving for more money.” Research indicates otherwise.

Your ability to communicate and resolve differences is key to employee satisfaction. For almost 25 years Dr. Arnold Lazarus’s “Rules for Fighting Fairly” has been my guide for teaching people to respectfully resolve conflicts.

If you want to maximize your effectiveness as a leader and strengthen relationships, try these tactics.

Instead of criticizing the person, address specific behaviors. While it may be accurate, telling someone, “You’re inconsiderate, lazy, or rude” only escalates problems. Instead of attacking their character and forcing them to either shut down or become defensive, state the problematic behavior. “When you are late,” “When you interrupt,” “When you leave customers waiting,” all clearly identify a problematic behavior without attacking someone’s personhood.

Addressing the behavior allows you to get to the heart of the matter quickly, decreases defensiveness and significantly increases your likelihood of being heard, which is critical to resolving conflict.

Refrain from telling people what they are thinking, how they’re going to react or what they do or don’t know. Sentences that start with, “Now don’t get mad, but…” or “I know you think you know best, but…” are guaranteed to escalate into arguments. While you might be spot on, it’s neither helpful nor productive to micromanage another person’s emotions or thoughts. Instead of throwing gasoline on the fire, say what you need to say, then allow the person to respond. They might just surprise you.

Avoid saying, “You always” and “You never.” Unless you’re complimenting someone, “You always” or “You never” will escalate emotions and derail disagreements. Instead of coming to a resolution, you’ll be hearing about the time(s) they did or didn’t do “xyz.” Drop these two phrases and you’re well on your way to a productive disagreement.

Avoid right/wrong, good/bad categories. Most of how you desire things to be done as a boss are a preference, rather than a rule that exists proclaiming there is only one way to do things. While cheating, stealing and lying are non-negotiables for most, how and when something gets done is generally a preference. Determine your non-negotiables, values that are unshakable if someone wants to work for you and things that must be done in a precise way. Then, with clearly established goals and expectations, give your employees the freedom to determine how to best accomplish their tasks. They’ll be less argumentative, feel respected and be far more productive.

You’ll want to be prepared with appropriate consequences for employees who are chronically late, treat others poorly or do subpar work. Good leadership entails holding people responsible for their actions or lack thereof. Other employees take their cues about what is and isn’t acceptable behavior from you.

While conflict may not be pleasant, it doesn’t have to be destructive. These four guidelines are a great starting point for productive disagreements. If you’re thinking, “Wait, Sherene, there’s got to be more,” you’re right. Stay tuned. I can hardly wait for next time.

Sherene McHenry, The "30 Minutes To Breakthrough" specialist, empowers others to maximize their potential, enhance relationships, and avoid and overcome burnout. McHenry is the author of Pick: Choose to Create A Life You Love. For more: www.sherenemchenry.com.