The group chatted affably over the slices of pizza. It was a scene they all were familiar with. They were asked to join upper management in the conference room to bid farewell to a co-worker who was going to another job. The speeches were made about how the person would be missed and thanking them for their contributions over the years. The employees would then be invited to have some pizza and mingle.
It was all very nice, but all very familiar. For some of the employees, this was a well-worn ritual that happened well too often. For those who had been there some amount of time, their estimate was that around 75% of the company had their pizza lunch or equivalent. Even for those who were not in the company a long time, they saw an inordinate amount of pizza.
Each time it was the same. The same reasons would be given. It’s the economy. It’s the nature of the business. People just don’t want to stay around and grow with the company anymore.
The truth was a bit different. People would have stayed if there was growth with the company. Sadly, except for a few, there wasn’t. The position you were hired at was the level you stayed at. The duties you were hired to do were the duties you always did. There was no growing, no stretching, no innovation. Even when some would suggest something to grow themselves, the answer was usually in the negative. There wasn’t money for that or the person wasn’t experienced enough for that, or it would take away from their more important duties. Eventually people became frustrated or bored and looked elsewhere. Then there was pizza.
The conversation died down and people drifted back to their desks, most of the pizza left untouched. There were some grumbles about that from those paid for the pizza. Why hold these gatherings when people weren’t eating? The answer was simpler than that. People weren’t eating because they had no appetite for yet another pizza party.
Much of management and leadership is asking the right questions. When there is a path being beaten out the door, an inattentive manager will make excuses. A good manager will ask, “What is causing this outflux?” An excellent manager will ask, “What can I do to stop this outflux?” If employees are very, very lucky, that question be followed up with, “Am I doing something to cause that outflux?”
A good manager sees a problem and immediately begins to try to solve it, not make excuses about why it’s happening. They don’t default to well-worn excuses of the economy or the industry. They look first to their actions or inactions, and ask themselves some hard questions…ones in which they may not like the answers. They then take actions to solve the problem, even if it means some sacrifice on their part. It’s a difficult path, but the one that is most rewarding.
If they do it right, they find themselves not having to pay for so many pizza lunches.