As someone deeply invested in nurturing a positive work environment and retaining valuable talent, I understand the importance of preventing resignation within an organisation. I’m incredibly passionate about this because starting out in my career was challenging as I found myself in a negative, unsuccessful business where there was a revolving door of employees starting and resigning and the business was bleeding money. Losing skilled employees not only disrupts workflow but also incurs costs associated with recruitment and training, not to mention effects the culture amongst the remaining team members, feeling the burden of added pressure, workload, and stress. So, I wanted to write this article, to give leaders three actionable tips to apply which can help leaders of organisations create a culture of loyalty, engagement, and long-term commitment. 

a wooden dummy being held by a hand

Tip 1: Understanding the Be Do Have Model: 

I firmly believe in the power of the Be Do Have model, which encourages individuals to cultivate the right mindset for success. Society teaches us that “When I HAVE the Success, then I can BE happy.” Leading to a society that is constantly miserable, never happy or satisfied with what we have achieved. In fact, life and business works in the reverse. How we feel about ourselves and lives, determines the actions we take and therefore our results. The best part of this, is that how we feel and what we focus on is our choice. So instead of focusing on all that we’ve not got, what we haven’t achieved what our team hasn’t achieve yet, we must focus on who we are ‘being’- so what emotion, what level of energy, what level of determination and persistence do we bring to work, what strengths do our team possess –  that will determine what action is taken.  When there is a sense of possibility and Can Do in the team culture, different action will be taken, which will in turn produce different results. It suggests that if I want to change the results our team is achieving, we need to first look at who I am BEING as their leader.  


To foster this model within the organisation, I advocate first for you as the leader to Lead by Example. No one is inspired by a person who is miserable and always focused on the negative. Many will find inspiration in the leader who has an unwavering believe in themselves and what the team is capable of. This is why exploring avenues for personal and professional development is so important, learning about Emotional Intelligence and how it is more important than IQ or even our personality when it comes to achieving success. Encouraging employees to explore their passions and fostering a growth mindset can also help them in finding purpose and meaning in their work. By prioritising personal growth and the development of Emotional Intelligence, we can significantly reduce the likelihood of resignation and increase employee satisfaction and engagement. 


Tip 2: Harness the Power of Intention: 

Setting clear intentions is a powerful tool that can shape behaviour and outcomes. As humans, our brain receives around two million bits of information at any given moment, and we can only process around 132 bits. So, our brains filter that information so we can comprehend the world around us. This navigation system is called the Reticular Activating System (RAS) which filters in all that we are familiar with and deletes anything that is not relevant to us. This is why when there is a car accident, for every eyewitness there will be another version of the same event. Have you ever bought a car, and then seen more of this type of car than any other. This is because of our RAS. Because we have just spent a significant amount of money on this car, our brain sees it a relevant and familiar to us, filtering in this information giving us more awareness of this type of car. Setting our intention or stating what we want to achieve as a result of an action or communication, will assist our brain to become familiar with our desired outcome. This happens at an unconscious level, so being aware of this and using our brains capacity can help us in achieving our desired result especially when it comes to helping our team members achieve what they need to achieve for success. As an organisation, it is crucial for leaders to align their individual intention with the organisational vision and goals to ensure that communication and actions achieve the desired outcome. 


Tip 3: The Value of Organisational Values: 

Values function as guiding principles that define our organisational culture and identity. They are the ‘rules’ or ‘standards’ identified by the organisation as ‘nonnegotiable’ to be a valued and successful member of the team. I believe that when employees feel a strong alignment between their personal values and the organisation’s values, they experience a sense of belonging, ownership and commitment. 


To create a values-driven organisation, it’s important to consistently communicate and reinforce the organisational values. The values should not be mere words on a wall; they should shape decision-making processes, be recognised, and rewarded, and serve as a basis for evaluating performance. By fostering a values-based culture, leaders can create an environment where employees feel valued, engaged, and a part of something bigger than themselves, serving the human need of contribution. Values are also a tool for leaders to maintain a certain standard in behaviour and performance, making it much easier when behaviour goes awry. 

black stacking stones on gray surface

As someone passionate about creating a thriving work environment, I know that creating an engaged and productive workplace requires a comprehensive approach. By embracing the Be Do Have model, harnessing the Power of Intention, and recognising the value of organisational values, we can foster a culture where employees are motivated, engaged, and fulfilled. These three tips provide a starting foundation for building a team and organisation where employees invest their talents and remain committed to the Vision. This approach leads to increased productivity, reduced staff turnover, and long-term success for the organisation. 


 Lisa Wiking 


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