Ken Blanchard tells a story about his early days as a consultant. One day he was brought in to help address a turnover problem at a manufacturing plant in the Southeastern United States. In spite of competitive wages and benefits and an overall positive assessment from employees, the plant was experiencing large spikes in people leaving every summer and management couldn’t figure out why.
When Ken arrived, he was briefed on the situation and the inability to determine a cause. After reviewing the data, Ken thought about it a minute and then suggested that a good next step would be to talk to front line employees to see if they could shed some light on the situation.
“Why do you want to talk to them? What would they know that we don’t?” was the general reaction of the senior leadership.
But Ken persisted. He conducted a number of interviews and found out…
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