2. Attitudes are highly contagious<\/h3>\n\n\n\n
\nIf we stop and think about this concept for a second, we quickly realise the truth in it. I know I\u2019ve worked with leaders who were so positive that it nearly drove me insane. Honestly though, I admit it was very difficult to have a negative attitude around them. It reminds me of dialogue between two high school American football players in the film Remember the Titans. After a player says he\u2019s going to look out for himself rather than seek the best interest of the team, the captain responds by saying, \u201cSee man, that\u2019s the worst attitude I ever heard.\u201d To which the player retorts, \u201cAttitude reflects leadership, captain.\u201d If we don\u2019t lead with a positive attitude, we cannot expect others to follow with a positive attitude.\n\n<\/p>\n\n\n\n
3. Positive leadership builds loyalty and trust<\/h3>\n\n\n\n
\nWhen an employee knows his\/her manager cares about him\/her and seeks out his\/her best interests, trust is established. When an entire company is led by an individual with a positive outlook and believes in a better future, it builds loyalty, trust, and so much more. You can see what I mean with the following example. On September 11th, 2001 the terrorist attacks on New York City took a toll on the airline industry.\n\n<\/p>\n\n\n\n \n\nWhen Southwest CEO Jim Parker was asked about the decision to not make layoffs following the terrorist attacks of September 11th he stated:\n\n\u201cNothing kills your company\u2019s culture like layoffs. Nobody has ever been furloughed [at Southwest], and that is unprecedented in the airline industry. It\u2019s been a huge strength of ours. It\u2019s certainly helped us negotiate our union contracts. One of the union leaders came in to negotiate one time and he said, \u2018we know we don\u2019t need to talk with you about job security.\u2019 We could have furloughed at various times and been more profitable, but I always thought that was short-sighted. You want to show your people that you value them, and you\u2019re not going to hurt them just to get a little more money in the short term. Not furloughing people breeds loyalty. It breeds a sense of security. It breeds a sense of trust.\u201d<\/em>\n\nIn the years following, Southwest stock recovered the fastest among all the airlines.\n\nWhile positive leadership and a positive culture is not the only key to organisational success, it is definitely a part of the complete package that will elevate individual contributors, leadership, and the overall culture to an elite level in the corporate world. It\u2019s an area worthy of constant focus on the individual and unit level.<\/p>\n\n\n\n Organisations who have \u201csolved\u201d this problem do several things differently than their counterparts \u2013 and they all centre on effective leadership. As we all know, there are many reasons why employees leave. And some of this turnover should actually be categorised as \u201cgood turnover\u201d (e.g. managing out poor performers). However, as we research unwanted turnover, there is a common thread underlying the reasons people leave and it is directly tied to their relationships with their manager and other leaders within the company.<\/p>\n\n\n\n![\"layoffs](\"\/wp-content\/uploads\/2021\/12\/Layoffs-after-September-11.png\")
<\/figure>\n\n\n\n![\"\"](\"http:\/\/talogy.com\/wp-content\/uploads\/2021\/12\/cta-whitepaper-cover-reducing-turnover-starts-hiring-developing-leaders.jpg\")
<\/figure>Reducing turnover starts with hiring and developing great leaders<\/h2>\n\n\n\n
Although many believe unwanted turnover is difficult to fix, there are very clear ways to understand how it impacts your organisation and what can be done to reduce it.<\/h3>\n\n\n\n