To keep our best talent engaged and committed, we need to recognize the value of having regular “stay conversations,” where managers take the time to understand an individual’s interests, wants and needs.
How often should we be having these conversations? “If there's quite a bit of wrath, do it monthly. At a minimum, do it quarterly,” shared Sherida McMullan, head of inclusion and diversity at Lyft. To make the conversation actionable, keep in mind what you want to address. Ask your employee to come prepared.
How do we help our managers be better managers? McMullan said we have to arm and empower them to create schedules that work for their teams. There needs to be adaptability and flexibility and when there’s a lack of it, we see departures. “We’ve had a number of conversations about whether to return to work or not. There has to be the adaptability for our leaders to say, ‘You do what you need to do to make this work for you.
Jen Whelan, vice-president and head of B2B marketing at Yahoo shared how her team used word clouds during a virtual promotion ceremony to make it more engaging. Colleagues typed in attributes about each person that made them feel special. “It was almost like our entire, multi-person team was promoting someone,” she said.
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