In today’s job market, retention is not the huge challenge it once was – nor is it any great leadership feat. With layoffs and reduced opportunities making headlines daily, fewer people are opting to leave the ‘security’ of their current employment. In fact, I’m hearing from leaders and employees alike that increasingly many are responding to uncertain conditions by clinging tightly to what they have (even if they’re not particularly satisfied or engaged) – job hugging.
Some leaders may be tempted to view this as a victory for management – a return to greater power over the labor force. And yet, they forget that the pendulum routinely swings back and forth, and it’s likely just a matter of time before employees again have an advantage in the employment marketplace.
Abusing this power is a mistake that comes back with a vengeance when the dynamics shift – and they always do.
That’s why highly effective leaders are viewing today’s employment environment as an inflection point. While they may no longer need to go to extraordinary means to retain staff, they recognize that the current climate offers an opportunity to evolve leadership. They see a workforce that’s frightened, insecure, and burned out – and appreciate how deeply destructive this is – from a human and organizational perspective. And in response, they’re turning to a regenerative approach to leading – one that helps people and businesses not just survive but thrive despite the challenges.
Here are three regenerative practices any leader – at any level – can begin implementing today.
Demonstrate Fairness to Reassure
When people experience fairness – despite tight, uncertain, or even scary conditions- it demonstrates respect and builds trust. It allows people to generate the confidence necessary to lean in, take risks, and invest their best efforts—without fear of bias or favoritism draining their energy. So, make sure to:
- Consistently and empathetically apply policies
- Recognize contributions equitably
- Invite diverse voices into the process
- Ensure transparent decision-making
- Acknowledge when things aren’t fair
Engage in Development Conversations to Recharge
An enduring commitment to development instills hope in employees – even if promotions, moves, and salary increases aren’t available. Investing in their growth sends a powerful signal of support while also allowing employees to take constructive action to prepare for an uncertain future. This looks like a commitment to:
- Take 1:1s beyond mere task check-ins
- Initiate dialogue to uncover aspirations, struggles, and ambitions
- Discover each employee’s unique definition of success (you might be surprised)
- Co-create revitalizing growth opportunities through projects, rotations, or in-role skill-building
Encourage Safe Experiments to Re-energize
No-fault forays inject energy, build resilience, foster adaptability, and enable a sense of accomplishment – all exactly what those operating in an uncertain job market need. So, make frequent efforts to:
- Offer micro-opportunities to try new ideas, approaches, or technologies
- Collaborate to create guardrails that mitigate risk
- Spotlight small wins
- My mistakes for learning and celebrating them
- Model experimentation and learning from failure yourself
Retention may keep bodies in seats—but regeneration keeps hearts and minds engaged. Leaders who rise to this moment with fairness, development, and experimentation won’t just prevent attrition; they’ll cultivate workplaces that pulse with energy, resilience, and possibility. And when the pendulum swings again (as it always does), those organizations won’t be scrambling to catch up… they’ll already be thriving. Because jobs aren’t just being ‘hugged’, but people are truly plugged into the organization and its future.
Want more ideas to elevate your leadership and help those around you grow? Download this free Career Development Habit Building Challenge to double down on development with short daily prompts – based upon the bestselling book, Help Them Grow or Watch Them Go. Just one idea, one reflection, and one micro-move each day—for 21 days. Small actions. Big results. Especially when it matters most in Q4.
This post originally appeared on SmartBrief.