Most organizations assume people leave jobs for better pay or benefits. But the reality is that 70% of employees quit for reasons far beyond money. (Source: Gallup) Here’s where it gets interesting. When asked in exit interviews what would make employees STAY, this is what they found: 21% wanted more positive interaction with their manager 13% wanted organizational issues resolved 11% wanted a clear path for career advancement 8% wanted less negative interactions with their boss Employee retention is about much more than paychecks. It’s about culture, communication, and career growth. With this data in mind, I want to offer specific steps you can take if you are a) an employee, or b) a manager, or c) a C-suite executive dealing with retention issues.  29% wanted more positive interaction with their managerI’ve combined the 21% who wanted more positive interaction with the 8% of people who wanted fewer negative interactions with their boss, as these are two sides of the same coin. As an employee: Many employees see themselves as innocent bystanders in this issue, thinking they have no say in how their boss interacts with them.  While there is truth to that – you can’t control how your boss thinks or feels – you can facilitate more positive interactions by taking the following steps: -Think positive thoughts about your boss-Understand his or her preferences – for how to be approached, how to receive negative information, how to be kept updated -To the best of your ability, develop a personal relationship with your boss. Learn about his/her family, interests, personal goals.  I did an episode on how to improve your working relationship with your boss in episode #169: https://www.exclusivecareercoaching.com/posts/2021-03-17-169-questions-to-ask-your-manager-to-improve-your-relationship/ As a manager: It is so important that you get to know your direct reports as people with lives outside of work, and that you show understanding and flexibility to the best of your ability when life happens. Specifically: -Schedule regular 1:1s, and don’t make them just about work. -Inquire regularly about things you know staff members are doing outside of work, such as building an addition on their home or planning a big vacation. -Celebrate successes – in a way that is inclusive. No, I’m not talking about participation prizes, but rather make sure you are celebrating the variety of ways in which your team members contribute to the team’s success. As a C-suite executive: You are the culture-setter for the organization, so be sure you are walking the talk. Your direct reports will be much more likely to develop personal relationships with their direct reports if you model the same.  This is also something you can hire for – ask questions during the interview of senior leadership about their ability to develop mutually beneficial relationships with their direct reports. Avoid, at all costs, hiring people who see their team members as automatons who have no personal lives – or who shouldn’t.  Do the same as the managers: 1:1s, inquire about your people’s personal lives, and celebrate successes.   13% wanted organizational issues resolvedAs an employee: As a ground-level employee, you may be in the best position to bring such organizational issues to your boss’ attention.  -Be specific – don’t expect your boss to take your concerns seriously, or be able to do anything about them, if he or she doesn’t really understand the problem. -Follow up – if nothing is done after an appropriate amount of time (which depends on how big the issue is and possibly other factors), follow up with your boss in a respectful and professional manner.  -Show gratitude – once change is made, let your boss know how grateful you are in a way that is appropriate for the amount of effort it required.  As a manager: The problems will likely be coming to you, and your willingness to hear them out and do something about them can make or break your reputation as a leader. -Activ