Why is there so much turnover in development?  Part 4

Loving the opportunity to use Roman numerals!!  If we keep this up, we might break double digits!

Why should I stay?

Did you coach me?
Did you micromanage me or ignore me?
Am I part of the team or is development the evil money department?
Am I doing what you hired me to do:  ex:  I was hired to for individual giving but all I do is write grants.
Is there opportunity for success?  Are we all in this together?  That includes staff and board.
Are the goals realistic and am I measured to them?
Do I have the resources needed to succeed:  staff and supplies/database/brochures, etc.

These are questions every staff person in every department can ask and probably are.  Weekly or bi-weekly check-ins are great times to ask your staff how they are doing in their position.  Not just the projects they are working on, but how is it going—are they included, are they focused, do they see opportunity and engagement?

These are also great areas for coaching.  If someone isn’t managing to their goals, meeting with them on goal-setting, expectations for success, workplans can suddenly make the workplan clearer and more manageable.

With Oregon at less than 3% unemployment, finding good employees is one challenge, but keeping them is another challenge.  Focusing on their skills and ability to grow can keep a strong employee for a long-time.

Read the other entries of this series: Part 1, Part 2, and Part 3.