What to do when developing your team puts retention at risk
We are a small, relatively successful culture change company working on national and international projects. We support organisations to develop self-organising learning cultures, reducing conflict and supporting collaboration, even across diverse teams.
Our people facilitate client teams to:
- Uncover how to work at their best;
- Co-coach one another;
- Unpack conflict;
- Chunk up their thinking to shared aspirations;
- Hold one another to account;
- Collaborate to achieve shared goals
In order to be able to do this well, our people have to have undergone this process themselves.
Clean Coaching and Systemic Modelling are excellent tools to help them to uncover what theyâ€™d really like to have happen in their own lives.
It takes around 3 to 4 years to learn how to pay such exquisite attention to ourselves and to others.
By the time our people are completely ready to work full time for our company, independent of one of the founders,Â theyâ€™re also ready to make other big changes in their personal and professional lives.
This often results in them choosing a path that doesnâ€™t coincide with them working full time in the company that helped to develop them in the first place.
So what should we do?
- Help them develop their dream but just not too far?
- Secretly install fear and self doubt into our staff training so that they become dependent on us?
- Only employ people who have limited or local dreams even though our clients are global corporations or world changing NGOâ€™s?
- Go bankrupt, emotionally and financially because every time we think weâ€™ve got a new full time facilitator on our books they bugger off to follow their true life calling?
- Something else that we haven’t thought of yet?
This is a live issue that we face on a yearly basis and weâ€™ve tried various ways of responding to the situation.
The reason for this post is twofold:
- Weâ€™d like to know how other companies resolve this issue and see whether we can learn from them.
- We have a lead facilitator, who has now demonstratedÂ allÂ of the skills required to work independently across our range of clients, say that heâ€™d like to stop work and sail around the world instead. Weâ€™d like to respond to this in a way that brings a ROI to the company while respecting and celebrating him achieving the freedom he needs for fulfilment.
We wrote the post to start the process.
Weâ€™re about to have a walking session applying the tools we deliver to clients to ourselves and to this bind we’re in.
Weâ€™ll explore what weâ€™d each like to have happen.
But in the meantime we invite and welcome ideas and contributions from anyone who has developed solutions in this area.
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