When a company–startup or not–is said to have a high turnover rate, you know something is up. Either the work culture is unpleasant, the employer to employee relationship is tainted, the variety of the work is unmanageable or perhaps employees simply do not feel motivated. Strong leaders know exactly what it takes to move their employees into driving sales, expanding the company’s product lines and ensuring only the highest quality control. However, it is imperative to take notice that being a manager is a little different than being a coach; while leaders are very much in tune with the psychology of how humans react and which specific attributions their employees pay more importance to when feeling motivated at the job.


Lessons from the CEO at Handy


Handy’s CEO, Oisin Hanrahan, started his now international company, then basement startup, only a few years ago and  has managed to substantially grow the offerings of their services five-fold since its birth. This is because his refined ability to understand who he works with and what the customer craves out of a handy pocketbook app that allows one to schedule cleaning services the same way one would order dinner from UberEats. How does he do it? Let’s find out the tricks of the trade as we interviewed him at last year’s C2 Montreal event. As a panelist speaking about the future of AI in the cleaning and handy work services industry in the United States–also an obvious strategic move for him to render his services in the following year in Canada–our team was able to catch him for a quick interview.


Maintain Open Communication with All Employee Levels


“My door is always open” is something that is said of a real leader. A coach who wants to answer any employee questions realizes that this feat can prevent any possible issues from arising. Having morning pow-wow meetings where all employees share what the priority tasks are for their day also allow higher management to keep up to date with what employees are accomplishing during their days of work. Also, focusing on work-work-work is not always the way to go. Recognize that these people who you work with are actually humans with feelings and qualities. Ask them a question here and there about their family life, their weekend plans and how they are truly doing. Make them feel like they are not just another face, or worse–an employee id number– in your large company.


Let Them Make Decisions For You


Perhaps you built your company from scratch with little or no help from others, feeling as though it is your little baby. Now that your startup has propelled, you must learn to trust your employees and hand them the torch to important strategic decision making. This will make them feel like they have more of a say and a value to add to the company. Only good stuff–and a lower turnover rate–can come out of this.

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