Doesnt this resonate with the exchanges on our XUNICEF Blog regarding leadership and various other concerns that were expressed in the different comments about UNICEF and other UN development agencies ?
People do not leave jobs for small reasons. They leave because of how the job makes them feel every single day.
At first, they are excited.
They want to learn.They want to grow.
They want to help.
Then something changes.
They are watched all the time.
Every small step is checked.
Every mistake is pointed out.
Slowly, they feel like they are not trusted anymore.
When people are not trusted, they stop giving ideas.
They stop contributing or engaging in meetings.
They stop trying new things.
Not because they are lazy.
Because they are tired of feeling small.
People do not leave because work is hard.
Hard work is not the problem.
The real problem is when leaders stop listening or don't care to listen.
When leaders care more about control than people.
When leaders forget that culture matters more than rules.
If someone cannot take a day off without feeling guilty, something is wrong.
If someone works late every night and no one notices, something is wrong.
If someone asks for growth and hears silence, something is wrong.
People want simple things.
They want to feel heard.
They want to feel respected.
They want to feel safe, valued to speak honestly and openly..
They want to know where the company is going and how they fit into that journey.
Because they want to contribute.
When these things are missing, people do not complain loudly.
They become quiet.
And when your best employees become quiet, that is a warning sign.
Silence is not peace.
Silence is often disappointment.
A strong leader understands this.
A strong leader builds trust slowly and protects it daily.
A strong leader explains clearly, listens patiently, and appreciates openly.
Because people do not quit companies.
They quit poor leadership.
They quit confusion.
They quit feeling invisible.
If you want people to stay, focus less on controlling them and more on supporting them.
Create a place where people feel proud to work.
Create a place where effort is seen.
Create a place where growth is real.
When people feel valued, they do not look for another job.
They look for ways to grow with you.
Who is the author of this?
ReplyDeleteNot sure that UNICEF (and UN) leadership has been over-controlling staff, or taking credit for what staff produced. The problem appears to be the opposite: too little vision, strategy and direction, organizational drift, meaningless bureaucracy, and everyone doing what comes into their head.
Too little focus on measurable results and value-for-money, leaving staff without a clear sense of purpose.
First, very few left the UNICEF gravy train. Second, it was common for superiors to take credit for the work of underlings.
ReplyDeleteSounds as you were a HR director dear Fouad! Ha ha ha. Well written comme toujours. Abrazos,
ReplyDeleteUmberto