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As a manager, your people are by far your most valuable resource so retaining them should always be among your top priorities. Besides just generally being a waste of your valuable time, research indicates it costs around $30,000 to replace one employee. So how do you retain the best people on your team or is their decision to leave something beyond your control? Here are five techniques that great managers use to keep their best people on board.

We invite Dr David Paul Unit Convenor at AIM Business School to discuss Mindfulness and the innovative new AIM Business School MBA Mindfulness elective.

Internal interviews are easy, right? After all, they have already hired you once and you’ve got a reputation that speaks for itself. This should be a walk in the park...

How well do the people on your team get along? Do they trust each other? Do they respect and value one another?

To lead an organisation to high performance, a strong emphasis must be given to the role of evidence. Evidence-based leaders pursue high performance by speeding up the cycle of closing performance gaps — the gaps between where the organisation’s performance is right now, and where they want it to be. This is why evidence-based leaders give a lot of attention to results-based performance measures.

In a world that is increasing complex, the daily struggle with the volume and velocity of change can be wearying. Rather than letting this lead to frustration, overwhelm or just plain exhaustion, leading change starts with what every Boy Scout knows counts, to be prepared.

Evidence-based leadership is not about how to lead, it’s about what to lead. It’s not about how to communicate or inspire, direct or engage, evidence-based leadership is about using all this to lead the organisation to fulfil its reason for being, and do this with excellence.

In our daily pursuit to master the art of leadership, many forget the other half of the equation - there is no leader without at least a single follower. So what can we learn from those who follow? 

Being authentic in workplace interactions requires clarity of intention. The most frequent and important of these interactions is the giving and receiving of feedback. Well conducted feedback affects personal and professional growth in exponentially positive ways. Likewise, inauthentic feedback with disguised intentions infects workplace culture allowing resentment and suspicion to fester. The following five points outline how you can leverage feedback to be a more authentic leader.

Leading by example

Leading out involves leading with confidence and conviction. Here's how to get started on building your influence as a leader.