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What is the impact, morale-wise, on other employees who see that those that quit on the job are still being paid a salary and that this behavior is tolerated and hence, encouraged, because nothing is being done to address it?

Quitting on the job begins when the manager does not make expectations clear. It doesn’t matter if it is a “small thing” like being on time to work, or a “big thing” like not completing a critical report when it is expected.

Solving this problem starts when managers make expectations clear. Every employee needs to know what is expected of and from them. This is doubly important if the employee is a manager of others.

If a manager is not well managed, you can bet that those that report to him or her will not be well managed. The organization killing virus of “hazy expectations” will cascade to every single person in the department. Some will escape from it by leaving the company, and some will fight it because of who they are, but many will stay because it is easier to be expected to do nothing and be paid for it than to buck the system and try to change it.

If expectations are clear and understood, those expectations have to be managed. If I am made clear as to what is expected of me, my manager has to make 100 percent certain that I have the needed tools, skills and other resources to complete the assignment.

Just because I have the tenure, seniority, age, education, background or you like me does not make me capable. Just because I told you I am capable does not make me so. The sooner you find out I am capable (or not) the better for you and the company.

When expectations are clear, and the task has been assigned to someone that is capable, the final step in the process is that the manager has to hold the individual accountable for getting things done to a certain quality level by a certain deadline.

This thing called accountability is not punishment nor is it micromanaging. Accountability is not yelling, screaming, pounding desks or making people feel bad. It is simply a process that an organization uses to make progress towards goals.

It is the responsibility and obligation of every manager and every level to hire the right people, make expectations clear and to hold people accountable. To do less than that is an insult to those who come to work to accomplish what was asked of them.

After 90 days or so on a new job, I pointedly asked my not-so-new boss, “I’ve been here for just about three months, how am I doing?”

My question caught him by surprise. It was well after 6 p.m. and we were both tired after a long day. He realized that I needed some feedback on what and how I was doing, so he set down his pen, got up and closed his office door and for the next half an hour, we had a conversation about what he liked, and didn’t like, about my performance since coming on board – and, what he wanted me to do for the next quarter.

I left that short meeting feeling relieved and more comfortable about what was expected of me and how I was doing. I’d like to believe that my boss learned something as well: Providing feedback to your employees on a regular basis is essential for the well-being of both parties.

Since that January night more than 20 years ago, I have often wondered that if I hadn’t displayed the initiative to start that conversation, whether the next discussion the boss and I might have had would have been a terse, unexpected display of anger or frustration at me over something that I was supposed to be doing that I hadn’t done because I didn’t know I was supposed to do it.

Or, that I was in some sort of trouble because I did something I wasn’t supposed to.

Unfortunately, far too many conversations between manager and subordinate are handled in this manner because giving candid feedback is difficult. It is made more difficult because most managers don’t feel the need to make expectations clear to those that report to them. And in many cases, no system of accountability exists to make certain things get done how and when they are supposed to.

Why is that? Most managers feel that when someone is hired, “They should know what to do because that is why I hired them.”

I have heard stories about people who are employed in positions of trust and responsibility that have essentially “quit on the job” but failed to notify anyone. These individuals have not resigned, have not been terminated but continue to show up at work, collect a paycheck but fail to perform. Not just for a few days, a few weeks or even months; in some cases for years.

How is this possible? How can this happen? How much money is being wasted by keeping people on the payroll when they are not doing the job they are being paid to do?

Richard Lavoie’s new book, “The Motivation Breakthrough,” was written for educators but provides interesting insight and tools for those in business.

The standard methods of motivation include competition, rewards and punishment. The old notion of competition, that everyone is focused on winning to be in first place, is outdated. Rewards don’t motivate some people. Punishment, or the threat of it, works as a motivator for some and serves as a challenge others.

As Lavoie points out, motivational strategies must be different because people are different. One size does not fit all.

Praise is overused and seen as the “mother of all motivators.” Because of this, people have become cynical about receiving praise because it has been given by insincere people throughout most of their lives. Interestingly enough, there are still plenty of individuals who have no other way to motivate and so they perpetuate the problem.

Using praise works for those who are motivated by status, recognition or affiliation. It doesn’t work for those that seek prizes, power, are autonomous, or seeking to establish and build relationships.

Power, as a motivator, is not for everyone. Those that seek power tend to be more aggressive than others, and strive for autonomy. How to you motivate someone seeking power? Provide them with choices. When these individuals get to choose, they become more motivated because they can make decisions.

Aligned with power is the motivational tool of projects. Inquisitive individuals and those seeking independence are stimulated when challenged with a project. Those motivated by recognition or relationships are not. Projects take people out of their comfort zone, allowing them to interact and work with others. These individuals like to learn and be rewarded for the opportunity.

Work is by nature a social activity, and many individuals are people-oriented. It is possible to motivate some by placing them with others where positive relationships can be formed. Joseph Wambaugh’s best-selling book, “Hollywood Station,” describes several examples where The Oracle (the lead sergeant) changes squad car personnel assignments to keep his police officers motivated.

Prizes hold appeal to those who are driven by status, recognition, affiliation or power. The problem with using this as a motivator is that the prizes may be given after such a long period of time that participation might wane because of it. Providing intermittent prizes that are not announced will keep people focused on the bigger prize.

Prestige is critical for everyone. People not only want to be recognized and important. They want to be seen, heard and respected. For those individuals that need to be autonomous, for those that are aggressive, for those that are power driven, getting recognition is critical.

Praise, power, projects, people, prizes and prestige all work. The question is what will work best for the individuals you are trying to lead?

Hiring a new employee is only the first step of the process. Once they are on the payroll, what do you need to do next?

Your People Should Set Their Own Goals

I believe that one of the reasons I started my own business was because I was tired of answering to someone else. I wanted, no, I hungered for the ability to set my own course and my own destination.

What is to say that just because the people that work for you collect a paycheck instead of profits that they do not want at least some of that same thing?

Research suggests that when given the opportunity to set their own goals, people will far exceed what their supervisor set for them. Individuals will not only set larger goals, but they will accomplish them more willingly.

The truth is that you can make people partners in your business without giving up control, stock, or even profits.

You can get everything you want from your people if you help them get what they want.

It starts with you seeing what your people want, determining what you want, and then developing goals and action plans that allow both parties to win. The larger the goals, the more people will stretch and the more your business will benefit.

Develop “The One Page Business Plan”

Many business owners have stated, “My employees don’t even know what business we are in.” If that is the case, the fault is yours, not theirs.

Start by sitting down and writing a brief description of the company. You may already have done this in a brochure, or maybe it exists on your company web site.

In either event, take this opportunity to put into as few words as possible what your business does, and who the customers are.

It might be helpful to describe the kinds of problems that your business solves or the types of needs, wants, and desires that your organization fulfills.

The next part of your one-page business plan is to outline the goals of your business. While profits may be confidential, people can be given the sales numbers.

Why is that? In our society, people like to “keep score” and they can help your business achieve its goals but only if they know what the score is.

In sports, people always want to know “what’s the score?” so why should business be any different?

The last part of your one-page business plan is to share the strategies that the business will use to achieve the goals.

For example, advertising is a strategy that many brand-recognized companies use. You would be amazed how many organizations never tell their employees when commercials will air on television.

Letting people know helps build an identity as a team. At McDonald’s, the ad schedule is provided to all employees. I remember seeing it in the break room when I was in high school, and I am sure that if I went back to that room the schedule will still be there.

The purpose of a one-page business plan is to communicate information, direction, and goals. Sharing this with all employees will set a tone that this is a “team effort.”

Strive For Employee Involvement

Seek out the input of employees. Ask for it! Say, “The business has a problem. I need your help. Do you have any thoughts?”

I cannot tell how many companies I have consulted to that did not really need my help as a consultant. Owners often feel that they have to go outside for an objective perspective.

Most companies have the answers to the problems and the resources available from their employees, if only the employees are asked!

You see, the employees know both the causes and the solutions for the company’s problems.

As a sidebar to this, understand that the reason many employees leave a company is that they do not feel appreciated or challenged enough.

As an owner, it is your responsibility to provide stimulation and growth opportunities for your employees. That does not mean a raise, or a promotion or a change in title.

It means stimulation of the mind with new and exciting work challenges. This might be the cheapest investment you will ever make in your employees.

Communication is like Water—it is Essential

Talking to employees is like watering your houseplants. If you do not nurture the growth and development of the plant, it will die.

If you do not communicate with your employees, they will shortly start to feel that you do not care about them, or do not care about their livelihood.

An employee or employees with a poor attitude can ruin a business faster than any competitor can.

Research suggests that most employees do not think they get enough communication. As the owner, you need to state, then repeat and repeat and repeat and repeat and repeat and repeat information over and over and over again.

It sounds tedious and time consuming. It is.

The goal behind this is to establish relationships and trust within your business. It all start and end with communication with your employees; every single one of them.