How to Calculate What Staff Turnover is Costing You

Did a long-time employee just hand in their 2-week notice?

Are you worried about how fast you’ll be able to find a reliable replacement?

Hiring the right people is extremely important for every business owner. That’s because staff are the most important resource in any company. Replacing an employee can cost significant money, time, and effort.

To avoid making an expensive and frustrating hiring mistake, you need a way to evaluate your company’s turnover data.

In this post, I explain some facts about turnover, why it relates to organizational risk, and how to calculate the total annual cost of adding new staff.

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What You Can Do to Boost Risk Intelligence After Losing Staff

If you own a business, you are responsible for every detail in your company: hiring, firing, and everything in between.

When a key employee hands you their resignation letter… what is your typical response?

Do you feel alarmed, frustrated, nervous, or angry?

Are you afraid of what could go wrong?

Without a clearly defined processes to deal with unexpected turnover in your company, you will be facing a lot of unknowns. Risk Intelligence is the ability to perceive what could happen before it happens.

If you feel blindsided by a sudden resignation, or shocked by events that forced you to fire key staff members, then it’s time to boost your level of risk intelligence.

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How to Recognize Implicit Bias After What Happened to Starbucks

A recent event at a coffee shop in Philadelphia has stirred controversy about subconscious bias, corporate policies, and how to repair a company’s fractured reputation.

In this article, I explain:

  • the facts behind this event (including quotes from the young men, Starbucks leaders, Philadelphia police and Mayor, and other experts)
  • What are Policies and Procedures?
  • When the Enforcement of Policy Shows an Underlying Bias
  • Starbucks’ Official Statement
  • Taking Action: What You Can Do to Prevent a Starbucks-Like Incident
  • The 7 Symptoms of Implicit Bias, and
  • My Conclusion

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Book Review of “60 Minute Operational Risk Management” by Stewart Lancaster

The book 60 Minute Operational Risk Management is a reference guide for leaders who want a practical framework for recognizing and responding to risk. It breaks down complicated, abstract concepts in easy-to-understand and visual concepts.

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How to Do a Year In Review

It’s that time of year… to review whether you have reached your goals!

As a business owner, you may feel ready to leave last year behind and move forward—especially if you’ve experienced failure: Disappointing sales, high staff turnover, unpaid invoices, frustrating delays, or negative outcomes.

financial crisis, downward trend, low profits, decreased revenue, bad results

But we shouldn’t avoid talking about failure. It may be easier to talk about happy things, but there are just as many (if not more) reasons to review the unpleasant ones.

In this post, I’ll explain the benefits of using a Year In Review, and how to start.

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5 Painful Discussions That No Organization Should Ignore

This is the final in a 3-part series about Pain and Decision-Making.

Part 1 | Part 2 | Part 3

In previous posts, I described ways to see pain objectively, and how to identify pain points, and ways to fix them. In this article, we’ll be examining some difficult topics that most leaders tend to avoid.

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What Happens When We Avoid Pain in Decision-Making?

Pain isn’t something most of us want to experience. We are hard-wired to avoid unpleasant conversations, experiences, and memories. And most of the time, this instinct serves us well.

But when it comes to recognizing risks — vulnerabilities and threats that could cause harm — avoiding pain is dangerous.

This is the first in a 3-part series about Pain and Decision-Making.

Part 1 | Part 2 | Part 3

In this post, I will review the basics of pain, our unique thresholds, corresponding fears, and how to evaluate and properly both pain and managing risk. Continue reading “What Happens When We Avoid Pain in Decision-Making?”

Yin and Yang and the 5 Risk Roles of Executive Leaders

Diversity, transparency, empathy.

When organizations welcome these qualities while maintaining structure and stability, they’re ahead of the game.

It is often difficult to find the right balance between an aggressive approach and a passive one when managing a business. In this article, I will describe the 5 types of risk, the 5 risk roles of executive leaders, and how these apply to balancing the Yin and Yang of Management.

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[Video] Let’s Define… What are Blind Spots?

What are blind spots, and why do leaders struggle with them? In this Let’s Define episode, I will explain the 3 types of blind spots and how to overcome them.

Read my definition of Blind Spots

Watch the video, or read the transcript below:

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Overview of the 5 Types of Strategic Risk

Strategic planning is a fascinating and complicated process. There is no “correct” way to create a strategic plan; every leadership team has a unique definition of where the company is going or how you’ll get there.

While this wide range of options allows for tremendous latitude and flexibility, a company’s planning process can be TOO easygoing. It’s a bit like having a body with all the bones connected (immobilized) and one that has no bones at all (a bowl of jelly). Both extremes — too rigid or too relaxed — make it easier for threats to creep in and destroy what you’ve worked so hard to create.

Most organizations use a Strategic Plan (though certainly not all, in my experience). And most plans define the company’s Vision, Mission, Values, Objectives, and Measures — which I abbreviate as VMVOM.

But while a plan can look great on paper, most strategic plans do not consider strategic risks.

In this post, I’ll review 5 types of risks specific to the strategic planning process, and which one I believe is the most critical to organizational growth.

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