Eric Whitmoyer

While reducing employee turnover from 147% to 50%, we started with a 3 pronged approach that we felt would accomplish the task. However, one of the components was not as impactful as anticipated, and during a quarterly review, we decided to make adjustments to the plan accordingly. Agreeing that improving the onboarding experience was important, we recognized we needed to do a more effective job in the selection process rather than focusing on the onboarding experience. By incorporating board interviews and adding a few challenges to potential candidates during the selection process, we improved the communication of expectations. We illustrated the commitment necessary to be successful within our organization.

Incorporating stakeholders into the plan was crucial to reduce employee turnover from 147% to 50%. Once we determined what we felt was the right course of action, we Improved the onboarding experience, enhanced training for sales with new hires, and introduced a leadership training program for management candidates. The stakeholders were uncertain about the third component of the plan, and they begrudgingly agreed to add it as long as we circled back to review the impact of the added investment. After the first quarter, there was little to report on; however, by the second and third quarterly meetings, we had seen a marked improvement. It was deemed that the leadership program was instrumental in dramatically reducing employee turnover.

We set a goal of reducing employee churn from 147% to a goal of 50%. As supportive of the expectation as I was, I felt the timeline was unrealistic. There was an obvious gap in the plan that no one wanted to acknowledge, as it presented a bigger problem with the turnover challenge. My belief was that a larger contributor to employee turnover was that we were not completely vetting our internal promotions to management with the right lens, choosing to focus on Sales performance rather than soft skills. We provided data showing that the promoted candidates were demonstrating success with virtually zero turnover, while the other groups had substantially higher turnover. Armed with this data, I proposed a revised plan and timeline.

Integrating AI into lead generation is a game-changer for many businesses aiming to scale their revenues. By leveraging AI algorithms, you can not only predict high-conversion leads but also tailor your strategies to meet the specific needs and behaviors of your clients. This ensures that your outreach is both effective and efficient, allowing you to focus on high-potential leads and ultimately drive significant business growth.

One of the most obvious challenges I have seen that hampers great organizations is the ability to communicate effectively. My direct experience has led me to the observation that 90% of all organizational challenges are due to communication issues. Now, to solve this challenge, it is imperative to use a clear outline for communicating information. We all know or have heard this strategy; we just struggle to utilize it. Tell them what you are going to tell them, then tell them, then tell them what you just told them. Then, ask them to tell you back what they heard. Don't be afraid to overly communicate. Leave the opportunity to answer clarifying questions. Be timely with all communication, and treat them with respect.

In my opinion, this is often where many well-intended Goal Achievers fall short. The key is being willing to step back and take an honest assessment of where you are, what is and is not working, and then devise appropriate course corrections to the original plan. Often, the need to be right or being unwilling to assess the situation honestly supersedes the need to find success. When you are objective or can get an objective perspective, it is then far easier to review what legitimately is or is not working. Only then can you make adjustments to the intended plan. Lastly, there is often a tendency to start all over when a simple course correction could be all that is necessary to find better results.