Presented by Gregg Sterett
Sterett Enterprises, LLC
A strategic business partner of

 Inadequate Salary and benefits.
 Limited opportunities for advancement.
 No recognition.
 Unhappy with management and the way they
were managed.
 Boredom with job duties.
Which do you think is
the most important?
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1. 30% unhappy with management or didn’t connect.
2. 25% got no recognition for good work.
3. 20% complained of limited opportunities to grow.
4. 15% cited inadequate salary and benefits.
5. 5% were bored with the job
6. 5% cited other (retirement, career change, etc.)
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1. Evaluate Your Self and Managers first.
2. Create a Recognition Culture.
3. Create a Healthy Work Environment.
4. Create an Atmosphere of Continual Self-
improvement (Positive Learning Lab).
5. Put Your Best Foot Forward.
6. Match People to Jobs.
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 Poor Managers can run-off
the best people, so evaluate
them by turnover &
employee issues.
 Identify your “Best” Managers, assess their
attributes and use the template to build more.
Hint: Don’t rely strictly on revenue/cost results.
 Build All Manager Competencies and reward
conformance to high company expectations.
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 Recognize extra efforts from employees, even
good intentions that may not have succeeded.
 Celebrate successes daily, weekly, monthly, etc.
 Evaluate Managers on 360o feedback and how
well their team succeeds.
 Train and coach Managers in how to provide
effective verbal recognition
and constructively criticize.
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 Open communications – Cascade
business objectives down through
the organization to everyone.
 Develop an attitude of cooperation –
Flexible hours, day-care, tele-work.
Meet your employees halfway.
 Build trust by giving trust and
always expecting their best.
 Learn to ask, not tell.
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 Organization-wide continual improvement in
quality services is expected and recognized.
 Personal & professional development is a
continual process which is fostered and
supported with training & development.
 Train them on company time, provide study
leave, let managers mentor
and develop others in a
culture of learning.
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 Pay your people as much as you can afford for
the value of the job less 2 – 5% from Day 1.
 Start building bonuses for performance.
 Reward bonuses based on company, team/dept. and
personal success. Let everyone know how it works.
 Generate performance-based bonuses of
12-15% of salary for your highest performers.
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 HBR 20 Yr study - #1 trait of retaining people is
matching them to jobs based on abilities,
interests and personalities.
 Turnover decreases, productivity increases.
 Build Job Match Patterns with psychometric
data and match jobs to people who will excel.
 Understand the job and your people and you
can train, coach and support
them effectively.
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Take all six steps and you will have
eliminated 95% of the reasons people
leave jobs and you will become
An Employer of Choice.
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What to do about the continued stick in the mud?
“If you’re not fired with enthusiasm,
you will be fired with enthusiasm.”
…Vince Lombardi
Need Help,
more information
call me: 214-223-9503
Sterett Enterprises, LLC
P. O. Box 461
808 Azalia Drive
Lewisville, TX 75067-0461
Phone: 972.221.3504
eMail: Gregg@GreatPeopleWorks.com
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