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Ann is the one person on your staff you can always count on to deliver results. She travels to the four corners of the world at a moment's notice and you can't count the number of weekends she has worked in the last year. Several months ago she met with you to request a promotion to director. You explained to Ann that that type of position was not approved or budgeted for you organization. You stated that while you valued her work, your hands were tied. Yesterday, Ann turned in her resignation. She has accepted a director level position with another company in your industry.

Could this situation happen to you? What are you doing to ensure that you retain the top performers in your organization? Let's revisit Ann's conversation regarding the promotion request. In addition to her specific request for promotion to director, Ann is also stating, "I'm concerned about my career." "How valued am I in this organization?" Assuming that her manager could not offer her the promotion she requested, what else could he have done to retain Ann's services?

• Explore Options:

  Ann's manager missed an opportunity to explore a wide variety of options in their meeting. At a minimum, he should have discussed Ann's overall career goals and professional interests. Think about how things might have turned out if he had said, "Ann, I want to do everything possible to advance your career and keep you with the organization. You are a valuable employee with great potential. Let's talk about other possibilities that will meet your expectations and requirements." Out of this discussion may have come alternatives that would have kept Ann with the organization.

• Embrace a Contrarian Approach:

  If Ann's manager is unable to find a suitable role for her in his department, he could explore other opportunities within the company. Why lose her to a competitor when an suitable transfer could be arranged? If all else fails and it appears that Ann is going to leave, her manager could help her find a position through his contacts in the industry. Ann would leave on great terms with the organization and who knows, she may return in a few years with additional valuable experience.

• Prevention is the Best Policy:

  Like most organizations, you probably conduct talent reviews and have a succession plan on file. But what happens when the meetings and plans are completed? Do you have career discussions (not project reviews) with the best and brightest in your department? Do you really know what their career goals are and what are you doing to help them reach these goals? Go to my website and checkout Coaching Tool # 2. "Low Budget Options for Developing Employees" for ideas that can help you retain these individuals.

Ann's leaving hurt the organization. You can also be sure that many people, including her manager's boss, wondered what should have been done to prevent this loss. Some would argue that Ann's leaving hurt her manager's reputation. Don't let this happen to you. Make a list of your top performers and set up a schedule of meetings to discuss their careers. The investment will pay significant dividends for you, the top performer and your organization.

I'm interested in your success. If I can answer any questions related to this article or if you have a comment about the article, please let me know at .

Copyright 2006, Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

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