You Can't Seem to Hang On to Your People.
They're not leaving the company. They're leaving the supervisor.
Build supervisory people-skills.
Give supervisors the tools to succeed.
Grow more long-term leaders.
Build supervisory people-skills.
Give supervisors the tools to succeed.
Grow more long-term leaders.
Turnover is up. People call in sick more than they should. Younger employees leave before they're fully trained, and the older ones don't know how to work with them. You're always hiring and always short-handed.
It's easy to blame pay, or the job market, or the next generation. But people don't quit companies. They quit supervisors who never learned how to make them feel valued.
You promoted them because they were the best at their work. Then you changed their work, but you didn't change them. Now they're responsible for keeping people, and nobody ever showed them how.
The supervisor your HR manager is counting on to keep good people is the same supervisor bringing problems to your operations manager. And the same one your safety manager needs buy-in from.
Each department is working on its own number. Nobody is looking at all of them together. But one person touches every one of them: the frontline supervisor.
Fix the supervisor, and you don't move just one number. You move all of them.
People Feel Valued
Supervisors learn what motivates each person on their crew, and how to show them they matter.
People Stay
When people respect who they work for, they don't go looking for a reason to leave.
The Generations Work Together
Supervisors learn to connect with every person on their crew, whatever their age.
In the case of NBU in New Braunfels, Texas, their 2024 engagement survey showed that 85% of employees responded about what keeps them there.
Here's what some of them said:
"I work in a positive work environment"
"A positive and non-toxic environment is paramount"
"The team I work with and how much I enjoy working at NBU"
This program has set a precedent for me and my fellow managers and supervisors. It puts all of us on the same page and know we have the backing of each other. It has laid a strong foundation for us to follow.
My perspective on mentorship has completely shifted. I now see the critical importance of nurturing both emerging talent and experienced team members. I've learned how to re-energize long-standing relationships and create a supportive pathway to retirement for senior employees.
Our company has worked this program for five years now. And we've committed to another three years. A testament to how much of a difference it's made.
For eight weeks, supervisors watch a short video lesson each day, under ten minutes long, and put it to use that same day. Once a week, they meet live for a one-hour coaching session with other supervisors to talk about how to be better supervisors.
For the 50 weeks after that, the learning continues with short videos twice a week: Monday Mentor on Mondays, and 52 Benefits of Safety on Fridays.
No classroom. No time off the job.
Every person who leaves has to be replaced, trained and brought up to speed, and it costs far more than most companies track. Find out what it's costing your organization right now.
Pay gets people in the door. It doesn't keep them. When people feel connected to their supervisor, they don't leave for the company down the road offering fifty cents more an hour.
Yes. Younger employees want to know why the work matters and that someone cares how they're doing. Supervisors learn to give them both, without losing the older employees along the way.
It's not about being soft. It's about knowing what motivates each person on the crew, and using it. Supervisors who learn that spend less time replacing people and more time getting work done.
Choose your biggest challenge above to get started, or contact us directly to discuss your specific situation.
