Retention Needs Your Attention
My friend Debbie owns a small restaurant downtown.She’s had some staffing challenges — it’s hard to find and retain quality people. Part of it is supply and demand — but there’s more going on than just that.
For example, last week, in the middle of a busy Friday night, her 21-year-old hostess was treated very rudely by a customer. So what did this young woman do? She quit, on the spot.
Debbie called her the next day to follow up and ask why she left. She said, “Because I have to take care of me, first.” No thought about the impact her quitting would have on the other team members, the customers, or the restaurant itself. Just, “Me first.”
Selfish? Fragile? Enlightened? Maybe all three. But when it comes to Gen-Z (AKA, the “IGen,” a shortened description for “Internet Generation”), that’s the new reality. They do not view work in the same light as their even slightly older coworkers. They are already prioritizing self-care at a much higher level.
I can understand that. They have grown up in a world where the environment, the economy, and even their own physical safety are all uncertain. They are slow to leave home, less team-oriented, and while they think in a very inclusive way, they see the outside world as a dangerous place. They have more depression and anxiety than previous generations and are maturing more slowly.
But they can’t be ignored. The oldest Gen-Z member is 25 years oldand has recently entered the workforce; the youngest is now ten. All told, by 2030, Gen-Z will represent 30% of the working population.
“Leadership” Needs to Adjust
Debbie’s recent experience highlights a growing trend that is already affecting every industry. People — Gen-Zers in particular — are less willing to “stick it out,” whether that means tolerating a rude restaurant customer or dealing with the stress and burnout that often accompanies fundraising and nonprofit jobs.
As leaders, we need to shift gears, prioritize retention, and invest in our staff in ways that keep them happy and engaged.
Leaders cannot succeed as dictators, nor can they “manage” from the corner office. They must model vulnerability, demonstrate compassion, acknowledge and validate feelings, and work individually with each employee to help them grow in their respective careers. That also means setting clear expectations, creating opportunities, addressing burnout head on, and allowing for flexibility.
Leaders need to invest in their own growth, too, by being coached, attending conferences and seminars, and committing to ongoing learning. Those that can’t make this switch — and it’s a big switch for many — will need to step aside.
Strong Teams Foster Retention
Teams don’t gel on their own; they never did.
But now, with so many of us working remotely, the opportunity for people to bond through casual, daily interactions has all but vanished. Not only does this negatively impact productivity, it removes yet another informal tie that previously functioned to retain employees. If my job is just about “the work” — and no longer also about those I work with — leaving is that much easier.
There is a need for stronger, more deliberate communication and cohesion. Many organizations are implementing things like creating internal social clubs, scheduling on-site team meetings, and off-site retreats, all in the name of strengthening connection, morale, and a sense of team (none of which comes naturally to this cohort).
Culture Matters
Building a strong team of dedicated individuals — who will grow, thrive, perform, and stick around — is an inside job. It’s up to us to shift the way we lead and the culture we create and reinforce.
It’s what this next generation expects — no, demands. We must adapt to this new norm and help them see the value in supporting our work over the long term.
It’s either that or be prepared to watch many more hosts and hostesses walk out the door on a busy Friday night.