Love 'Em or Lose 'Em: Getting Good People to Stay

by Beverly Kaye, Sharon Jordan-Evans

With replacement costs high and start-up time critical, employee retention is more valuable than ever. This best-selling guide provides 26 strategies to keep talented employees happy and productive. Citing research and experience with dozens of organizations, the authors present many examples of how today's companies have applied their retention strategies and increased their retention rates. The chapters are arranged alphabetically, from ""Ask"" to ""Zenith."" Each chapter includes a series of to-do lists, company examples, and an ""alas"" story drawn from the authors' personal experiences. This edition features new tips and to-do lists, new stories, and additional research from the media and from the authors' own extensive database. There are also three new a troubleshooting guide, a guide to saying ""thank you"" in the workplace, and a reading group guide.

Genres: Leadership, Business, Nonfiction, Management, Historical Romance, Human Resources, Business Leadership

277 pages, Paperback

First published January 1, 2003

About the author

Founder and Chairwoman of Career Systems International, Dr. Beverly Kaye is an international bestselling author and a leading authority in the world of modern workplace performance. She has dedicated her life’s work to helping individuals and organizations grow in a workplace that fosters greater commitment, fulfillment, and humanity.

Beverly Kaye and the CSI team provide cutting-edge and award-winning talent development solutions primarily to Fortune 1000 companies. Her work and research are distinguished and widely recognized for helping others discover greater meaning in their work and gain greater control over their career destinies.

Dr. Kaye completed her graduate work at MIT’s Sloan School of Management and holds her doctorate from UCLA.

Reviews

[Katie Randolph · Rating 3 out of 5]

It has some good business concepts and is very common sense however I wish this version was updated to account for managing offshore/global teams.

[Jacob · Rating 4 out of 5]

This is an interesting, engaging, and extremely useful book about what managers should be doing to retain their talented employees. It has 26 techniques for managers to practice, each starting with a different letter of the alphabet, and while that tactic is a little hokey and some of the categories overlap a bit, it actually serves pretty well. The topics are easy to read and there are many stories about the principles in action.

As an engineer I find this topic interesting because I often focus on avoiding failure, in this case when a talented person leaves a company. The funny thing is I don't think company managers calculate what this cost is (this is one of the principles in the book), and would be astonished to see how much they really lose when they don't retain good employees in terms of recruiting, hiring, training, and intangibles like lost productivity and opportunities. They would almost certainly work harder to retain them.

[Carmenn Sandiego · Rating 3 out of 5]

Solid, good. Not in management myself but still enjoyable enough to read. Made me appreciate all my great managers and soooo easy to identify where my few bad managers went sooo wrong. Might mail them copies…

[Bethany · Rating 3 out of 5]

Not my favorite leadership self help book, but there a few nuggets that I’ll take. Yield chapter spoke to me, the example in that chapter was basically me and I really need my people to step up, so I’m going to start pushing them to answer their own questions. I also read a 10 year old edition and it wasn’t super relevant any more. Especially the generational chapter X. I think the pandemic drastically changed how we work and people cannot offer these “perks” anymore. No one will stay.

[David Fredh · Rating 5 out of 5]

Very well written with concrete examples on how you best support your team, and also manage managers.

[Ruby Bibi · Rating 4 out of 5]

Interesting guide book to dealing with employees and how to keep them in your organization. It’s pointed out numerous times that money is not the answer, although you should pay a competitive wage
-The main key is communication, and the authors devote chapter after chapter highlighting situations where communication makes the difference.
-Every employee is different, and every employee has their own list of what they’re looking for in your company. The list covers a range of items, where salary is only one of them. Quite often, there are other items that hold a higher place than salary, and the only way that a manager/ boss can know what is important to the employee is by asking them. A number of these lists are fortunately presented by the authors to help the reader out.
-There are 26 chapters, with each one prefaced by an idea that starts with a letter of the alphabet. For example, the first chapter covers the idea of the word “Ask”. You must ask the employee what they’re looking for in the job; ask them if there’s anything that bothers them or ways that they feel the workplace environment can be improved. As a rule, in my personal business, I tell employees that the object of their working for me is for them to learn more so that they would be a more marketable employee if they look for a job on the outside. The worst thing is for an employee to give notice too late for the employer to be able to address a grievance that the employee may have.
-There are many other interesting takeaways. In the second chapter, the author points out that it’s important for the owner to have a relationship with the employee. This makes the employee feel desired. Make it a regular practice to do evaluations when called for, and not just annually. Let the employee know what they’re doing wrong and what they’re doing right, so that they know where they can improve.
-Although the basic idea of the need for communication can get repetitive, the examples given of specific situations allow us to understand that the concept given by the authors can be applied in so many different situations.

[Paiman Chen · Rating 4 out of 5]

People are an organization’s most valuable asset – and whether they stay or go depends, to a large extent, on how their managers treat them.
As a manager, much of the responsibility for retaining talented employees lies with you.
Providing employees with opportunities to develop and grow is a powerful incentive.
Creating a workplace that people enjoy will increase productivity.
Review workplace rules on a regular basis to weed out those that have become a hindrance.
Model the behaviors, values and attitudes you want your employees to demonstrate.
Champion your employees.
Share information and be honest with your employees. Openness always pays off.
Losing employees carries significant costs.
Learn about cultural differences and norms and be prepared to tweak your managerial approach accordingly.

[Karen ⊰✿ · Rating 4 out of 5]

I first read this in around 2008 and I saw it on my bookshelf so decided it was time to get it back out.
I really like how the authors break down ideas for engagement and retention, and have ordered them into 26 groups (A-Z). This makes it one of those books you don't need to read cover to cover. You can pick what your biggest issue is and it will give you the relevant section for that.
This is a book anyone in a leadership role should have on their desk.

Actually being able to do a workshop would be ideal, but despite my enquiries to their Company I haven't had a response so I can only assume these are unavailable (or maybe only available in the US)

[Theresa Jehlik · Rating 3 out of 5]

This book is written for the business world where companies and managers can offer more incentives to their employees. Broken down into 26 chapters from A to Z, the authors present a situation, give their solutions for both people who manage employees and those who manage managers, and share some real life scenarios. As always, good communication is the key to making all these situations work. Although a bit repetitive in places (like most business books), the book offers some good suggestions for retaining your employees.

[Lana · Rating 4 out of 5]

Great scenarios and advice to reframe your thinking and influence management regarding engagement and retention.

[Debra · Rating 4 out of 5]

Excellent information for wanna be or new leaders...even for more seasoned that aren't seeing results with their teams.

[Kay Dietrich · Rating 4 out of 5]

Good book

[Ibrahim Tasyurt · Rating 4 out of 5]

Puts the strategies to keep good people in the organization in a nicely organized way.
Some are repetitive and overlapping.

[Lawrence Lam · Rating 5 out of 5]

Essential reading for anybody who wants a good and sustainable workplace culture

[Railgun · Rating 4 out of 5]

It's a quick reading. The strategies mentioned are practical and easy to follow. Good reading for anyone who holds the people manager responsibilities.

[Amy Griffin · Rating 4 out of 5]

Dated but good ideas

[Jennifer · Rating 4 out of 5]

Lighthearted leadership training with solid, applicable steps to take toward retention of employees. I enjoyed this book and recommend it for anyone who supervises people.

[Christopher Hopper · Rating 3 out of 5]

About as good as a book about management can be. Did learn some useful tips, also some that I wouldn’t use

[William "Spig" · Rating 5 out of 5]

I really got a lot out of this book and will have my trusted leaders read this book. My organization probably like many others is hemorrhaging great people in some part because of poor people care. This book provides TONS of methods not matter what your situation is. I also liked this book that you don’t have to totally fit the author’s leadership style to effectively use her tips. This book is worth your discretionary time.

[Susan · Rating 5 out of 5]

excellent book on strategies to retain good people. Valuing team members and saying thank you are obvious methods but ones not employee enough by managers

[BookAddict ✒ La Crimson Femme · Rating 3 out of 5]

This book is a 3.5 star for me. The chapters are easy to read. It's nice that they keep repeating concepts in different applicable ways. The questions they provide managers to think about and ask are helpful. The examples and anecdotes are also helpful. For those who have never managed people, been in HR or had people indirectly reporting to them, this is a good book to read.

For those who have managed before and are running into issues, this is a good book to provide refresher tips. In addition, it helps to provide proactive steps to keep your star players. What I liked is that in this book, it doesn't say to keep everyone. It's really to keep the ones who have potential, deliver and those that are engaged. Maintaining the status quo is not a message this book preaches. The takeaways are: listen, engage, have fun, don't be a jerk and understand their motivations. Basically, money doesn't solve everything and a bad boss is a top reason why people leave. I concur as I moved on when I had a bad boss.

[Angel · Rating 3 out of 5]

I got this book via Interlibrary Loan since my own library did not have it. I think I saw the title in some article I read. Anyways, it is a pretty quick read. Actually, for managers, it is a book that lends itself to skipping around. I have always had an interest in the issue of retention in the workplace. In librarianship, I don't think the higher-ups do enough, and it is often the case that to advance one has to move someplace else.

The book is organized in chapters, and each chapter gives a technique to focus on. Each chapter has lists, prompt questions, and examples to help the managers implement the ideas. One does not have to do everything in the book, but if more managers implemented at least one or two of the ideas here, a lot of workplaces would be better off. For workers, this book also gives food for thought, as it may lead workers to ask what is working for them, what makes them stay, and what may get them going someplace else.

[Brenda Yoho · Rating 5 out of 5]

This is an excellent book for anyone working for or with individuals. In the book, you will find 26 chapters which matches the 26 engagement strategies for busy managers. I love how the book is set up in the contents. It allows you to have a quick reference of the topic of the chapter, meaning and reflective questioning. Perfect for the readers to prepare for reading for more than content, but with a more in-depth look into beliefs, practices and actions. The best part is you can start at the beginning, in the middle or at the end. To help guide you even further, they have included at the beginning a Retention/Engagement Index to do a self-assessment to help direct you to chapters you may want to read first based on your score. This book meets you where you are! Look at the content list of chapters, complete the REI and see where you want to start. Perfect for everyone!

[Lynn · Rating 5 out of 5]

Excellent book with practical applications. Have used many of the "26 Engagement Strategies" as part of a Supervisory/Management/Leadership engagement initiatives.

This is a manual that will convert "soft skills" into conversations focused on retention and engagement to get to most out of your talent and you. The strategies are very specific, with verbiage to use, guidance on how to respond to challenges, surveys, etc. Modify the guidelines to fit your personality and business needs

What is the end result? Improved retention, productivity, quality and/or innovation depending on your goals/values. All strategies are quick and easily implemented. You can use one strategy or all. This is a great book for any person that manages people.

[Stephanie Harper · Rating 4 out of 5]

We read this as a management team in my organization. I have also read ‘Help Them Grow or Watch Them Go’. Obviously both have similar concepts (same author). Both are great for new people managers or if you need a refresh or new ideas. I recommend reading this as a book club with your peers so you can have discussions around what you can do in your organization to keep top talent and develop others.

[Jeff Lampson]

What an important time for people managers to proactively energize, engage and retain their team. Many, many easy to apply ideas that really work!

Bev's writing style is enthusiastic, clever, practical and she brings a good sense of depth and stewardship to helping people be engaged and to perform at their best. This is a great ready reference job aid.

[Heather · Rating 3 out of 5]

Great concept--support the success of your high performers and really reward them--but bland execution. Pretty obvious stuff, really. Praise people, give them freedom, and make sure you're clear about what they are supposed to do. Ok.

[Mo · Rating 4 out of 5]

I was reading this to help with a project at work. A friend who Manages a group of peers suggested it and loaned it to me. Since I do not manage anyone but was reading for insight into a project for career management, I found it very helpful.

[RaquiStorm · Rating 1 out of 5]

Very redundant chapters, but continued to read further in hopes it would improve. The last straw was chapter eight, where the authors suggested placing a copy of the book on top of the table at my next job interview. C'mon.

[Heather · Rating 5 out of 5]

This is *the* definitive book on how to be a good manager - not so much about the employees (as the title suggests), but about yourself as a leader. Got it at a management team-building event in 2000, and keep going back to it over and over. Very practical advice.