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    Employee Retention and the 21st Century Leader
    Employee Retention and the 21st Century Leader
    Employee Retention and the 21st Century Leader
    Ebook125 pages1 hour

    Employee Retention and the 21st Century Leader

    By Gary Conness

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    About this ebook

    Does your business have a problem with retention? Learn how to be a 21st Century Leader to fix the problem. Each chapter is short and to the point; giving real life examples of how to be a great leader. Also included are exercises to help you along your way to being not just a good manager, but an amazing leader.

    Who is this book for? Three groups: those who are having a problem with high rates of employee turnover, those who are in a position of leadership already but want to improve their skills, and finally those that want to move into a leadership role.

    What is a 21st Century Leader? It’s not a new concept, leaders have been doing it for years and books have been teaching it. Basically the 21st Century Leader inspires others to want to work for them. They are free with knowledge of what is going on in their location. They love to both teach and learn. They are the great leaders that take people into the day-to-day battle of the job.

    Included are 5 sections dealing with everything from insights on how to get to know your employees to how to get to know the right people to help you along your management career path.

    LanguageEnglish
    PublisherGary Conness
    Release dateAug 10, 2013
    ISBN9781301126644
    Employee Retention and the 21st Century Leader

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      Book preview

      Employee Retention and the 21st Century Leader - Gary Conness

      Section 5 – 21st Century Advanced Techniques

      One on Ones

      The Small Stuff

      The Really Big Stuff

      The Golden Rule

      Your Turn at Mentoring

      My Final Words

      Prologue

      One thing that upset me with all my years of working, at whatever level (I personally worked as a front line employee to the General Manager level), was managers that treated their employees with disrespect and as subordinates. I felt that no matter what level a person was in the working pyramid, we were all still people. I, as a General Manager, was no better person than my leaders below me, or the employees below them. We were all equals in life; we just had different jobs to fulfill.

      I’ve started this book too many times to number, but my desire to write really kicked in when I started making a video course. While making the video course, the thought of creating a book or E-book really started to sound like a nice match for my video.

      I owe the information in this course to many different people that I have met along my 30 some odd years of working. First of all is my wife Crescent, who has stood behind me and my crazy ideas for over 23 years now. Next is my mentor, Michelle Clegg, who taught me much of what I learned in my early days in the restaurant management business. She still continues to be my mentor to this day. I also owe a lot to Megan Franz and Rilous Carter for giving me the opportunity to move up to the General Manager level and be able to teach my ideas of leadership to other leaders.

      I’ve also had the privilege of working on some great teams. There was the Dream Team at Le Cellier, a restaurant at the Canadian Pavilion at Epcot, were three of us turned an already great restaurant into something really special. Still to this day I recommend that you make reservations about 3 to 4 months in advance and if you’re visiting around the holidays, you better book six months in advance. Vicki and Rebecca, we’ll never have a better team than that.

      Then there were some teams of truly great employees that I had at the restaurants in Le Cellier, Restaurant Akershus, The Flying Fish Café, Sunshine Seasons, and Crescent’s Coffee and Tea. Many of them have become treasured friends still to this day. I try to keep in touch with as many as possible and love to hear about where they are either in their career or family life.

      Now don’t think that this book is only how to run restaurants. I’ve also managed grocery stores and worked in both retail and office environments. Yes, most of my time has been in the restaurant business, but treating employees with respect has nothing to do with restaurants, but has everything to do with employee retention.

      This book is all about employee retention from a back door perspective. I feel, and have seen it in practice, that if you treat your staff with certain courtesies, they will stick around for ages. Treat them unfairly and only the toughest might survive. So, here I plan on showing you some simple recipes for becoming what I call the 21st Century Leader.

      What is a 21st Century Leader? It’s not a new concept, leaders have been doing it for years and books have been teaching it. Basically the 21st Century Leader inspires others to want to work for them. They are free with knowledge of what is going on in their location. They love to both teach and learn. They are the great leaders that take people into the day-to-day battle of the job.

      Believe me; if you practice these simple, yet effective behaviors, most of your employees will stick with you. I’ve also thrown in some techniques on getting to know your business better. The more you know, the more you will be trusted. The more you are trusted, the better your retention rates.

      Who is this book for? Anyone that needs to raise the retention levels at their location no matter what business that they may be in. Anyone that wants to improve their leadership skills. Or, anyone that is already a great leader, but is looking for some more helpful hints into leadership.

      Who is this book not for?; The person that likes to be called and/or acts like a boss or anyone not willing to learn new effective ways to leadership.

      The chapters are short, but all of the information is invaluable to making you a 21st Century Leader.

      Who is Gary Conness and Why Should I Listen to Him?

      Although growing up in California, spending eight years in Wisconsin, I now call myself a Floridian. I love the state even with its many quirks. It has truly become home for my wife Crescent and me.

      I got my first taste of the restaurant business when I was eight years old. My Mom was a caterer, so I went with her to all her events and helped out. By the time I was eleven, she was letting me manage the food line, a pretty big job for an eleven year old, but I loved it. To this day I am grateful for what she taught me in those early years of my life.

      During the summers I spent much of my time with my friend Lawrence going from house to house washing people’s cars or mowing their lawns. During the school year I sold pencils or some other item for some extra cash. I was always trying some new venture.

      By the time I was sixteen I got my first real job, I was a dishwasher for Furr’s Cafeteria in Antioch, California. It was very hard work, but I loved it. Over the course of a few months I was made head dishwasher. So my job was to assign the other twenty some dishwashers to their positions. This gave me my real first taste of leadership, although small, and it was something I truly enjoyed.

      Working at Furr’s Cafeteria also gave me my first taste of 21st Century Leadership was not. Although Mr. Page, our General Manager, was a great person, I couldn’t understand how he deserved the title Mr., while the rest of us, even the other managers, were on a first name basis. This was something that stuck with me for years and was the beginning of my new ideas for basic leadership principles.

      After I graduated from high school I promptly moved to Wisconsin where my Grandparents and cousins lived. After only a few days in the state I received my first job there, working for Wayne’s IGA in Luck, Wisconsin as a stocker in a grocery store. I loved the job and quickly started learning from my leader Paul Syverson. Paul really knew how to treat people fairly. Everyone was on a first name basis and I knew I was right about the whole Mr. thing.

      Paul started teaching me everything he knew about grocery stores and leadership. Only a few months into the job I was promoted to Frozen Food and Dairy Manager. Then at twenty years old I was made the temporary Assistant Manager. This temporary job lasted for two years. In the meantime I married my beautiful wife and best friend Crescent.

      At twenty-one years old I switched companies and moved to Holiday Foods in Cumberland, Wisconsin as a night manager. I had three employees under me and learned some great lessons as to how to treat your staff and my employees taught me many valuable lessons. My belief in the 21st Century Manager was starting to evolve.

      Later that year I was moved to the Milltown, Wisconsin location of Holiday Foods as a co-assistant manager. After three months I was promoted to assistant manager in the same location.

      At the Milltown location I truly learned all the departments, not only grocery, but bakery, produce, cashier, and the meat department. Bob Pardun, the Store Manager, believed in working first hand with all the staff and knowing every position in the store firsthand. This taught me a great lesson about working together with direct reports and not just barking out orders at them. I learned a lot from Bob and am thankful to him to this day.

      Then the time came for Crescent and I to move to the Orlando Florida area. I promptly got a job at Epcot at Walt Disney World working in Innoventions. I started as a greeter an eventually became a member of what they called the fly team. We would show up each day and they would tell us what position we would be filling into each day or hour. As a fly team member we were expected to know all the spiels for the many exhibits within Innoventions. This gave me a great basis for on-the-spot change of circumstances.

      Early on I was also made a trainer for Innoventions. Being a trainer for Disney is like

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