This Is the Top Reason People Quit Their Jobs—It’s Not Money


So there you are, Mr. or Ms. Big Enchilada, having a fairly decent day, when it’s abruptly ruined: Yet another of your most experienced and valuable senior people walks into your office with the awful news that he or she is leaving for a better job elsewhere. In this squeaky-tight job market, after all, everyone is out to poach your top talent, and recruiters are busy finding ever more ingenious ways to entice so-called passive candidates—the ones who aren’t even job hunting, the people you can least afford to lose.

Offering more money would be a simple fix, but it probably won’t help. Your competitors have it, too. More to the point, this usually isn’t about the Benjamins.

When executive job board Ladders recently surveyed 16,500 of its job-switching members (83% of them with annual salaries between $80,000 and $250,000), the researchers got a surprise. Across a wide range of industries and functions, only about one in three (30%) mentioned pay, and most of those were concentrated in health care, human resources, marketing, and sales.

Instead, in almost every field, the two reasons most often cited for flying the coop were boredom and long hours—especially, the study notes, in finance, engineering, project management, and IT.

Dissatisfaction with higher-ups, by the way, is relatively rare in these circles. “It’s a cliche by now to say that people don’t quit jobs, they quit managers,” observes Marc Cenedella, CEO of Ladders. “But at this level, that doesn’t seem to apply.” Fewer than one in five (19%) gave dislike of a boss as a factor in their decision to quit.

What can you do to hang on to your best people? First, while things seem to be going well (right now, for instance), make a list of who they are. Then, block out time in your already-packed schedule to sit each one down for a real conversation.

“Nobody wakes up one morning all of a sudden bored with their job, or feeling exhausted by endless hours,” says Stacey Engle, an executive vice president at leadership-development consultants Fierce. Rather, what she often sees in companies is that people quit “gradually, then suddenly. Someone’s frustration with their position builds up and builds up over time, until they’ve just had it.” Your mission, should you choose to accept it, is to step in and stop that process.

Whatever you do, Engle adds, do not ask, “How’s it going?” The question is far too vague, and “people who hear it may shut down, assuming the only answer you want to hear is, ‘Fine.’” To raise the odds that a talented manager will brush off the next headhunter who calls, “you need to connect on a deeper level. This question doesn’t get you there.”

Three questions that might:

  1. What is something you feel is holding you back? “This is a loaded question,” Engle notes, “but it’s worth asking”—in large part because it’s an invitation to kvetch about, for instance, inefficient processes, recalcitrant team members, or outrageous hours. Says Engle, “It’s critical to start there and then ask probing questions, even digging down to ‘What else? What else? What else?’”
  2. What would you like to be doing two months from now? “Two months isn’t long, but it’s enough time to set short-term, attainable goals,” like getting home in time for dinner at least a couple of nights a week, or finishing an interesting project that’s been pushed to the back burner, Engle says. You can also ask about a longer time horizon, of course—say, a year or two. Use the discussion as a chance to “look at someone’s skills and experience with fresh eyes,” she suggests, and offer him or her a change if it seems called for—”sometimes more, or less, travel, or a role in another part of the company or another part of the world. We’re seeing more companies encouraging managers to make lateral moves into areas where they can learn new things.”
  3. What difference do you want to make here? It’s interesting that, in almost every field, well over half of Ladders’ survey respondents said the “best part of my current job” is “knowledge that I’m providing a valuable service.” Wanting to make the world (or, at the very least, the company and its stakeholders) better off in one way or another is, beyond a paycheck, why humans go to work. Asking your best people about it, Engle believes, can help build “a greater connection to their individual purpose, and the purpose of the organization.” Taking their answers seriously might even help keep them from taking their individual purpose out the door.

Anne Fisher is a career expert and advice columnist who writes “Work It Out,” Fortune’s guide to working and living in the 21st century. 


Link to the original article

Trusting Your Gut Is The Best Business Tool You’ve Got — If You Can Listen

By Chip Wilson, founder of Lululemon Athletics.

From Fornes Magazine.

We live in a data-driven world.

From hiring decisions, to investments, to dating — it seems like all of life’s biggest decisions are now made on the basis of number-crunching algorithms.

Given our cultural bias toward quantifiable data, it can be tricky to trust decisions made based on your body’s own process for interpreting the information around you: your gut.

Intuition is big data for your body. It’s the result of your body’s own algorithms processing millions of data points that surround you every day. That’s why more than 40% of CEOs say they still make decisions based on intuition, despite having access to troves of empirical data.

Don’t get me wrong, data and analytics bring a lot to the business table. But there’s a balance to be struck between putting blind trust in computer-generated reports and learning to listen to the wealth of information conveyed through a good old-fashioned gut feeling.

The mechanics of the “gut check”

The warning bells you get about a shifty-seeming person or a dicey situation are the product of millions of years of evolution. Our intuition is our body’s way of signalling danger — or lack thereof — before our rational minds can explain it.

The problem is, in our hyper-rational culture, it can be very difficult to recognize what our guts are telling us. This is particularly true in a business context where quantifiable metrics rule and decision-makers who don’t understand customers’ subconscious psychological motives demand hard-and-fast evidence.

One challenge in recognizing the value of your body’s feedback loop is that it’s highly individual. Some people get headaches, others tense shoulders. For me, there’s a tightening in the pit of my stomach that tells me when something’s wrong — although I haven’t always listened to it.

Looking back at my youth, I can see many times I ignored my body’s signals and things ended badly — from having “friends” who turned out to lack integrity to being sold products that proved unreliable.

As I got older, the consequences of not trusting my inner alarm system became much more costly. When I first started lululemon and identified yoga as an emerging trend, I didn’t encounter any internal resistance at all — even when I hired athletes instead of experienced executives to get our brand off the ground. Back then, it was the absence of this gut feeling that gave me the green light.

But shortly after the company went public, that started to change. I’d get knots in my stomach when the board of directors brought in expensive consultants to review our product design process — something we already excelled at, which was reflected in our profits.

In 2011, I realized printed leggings were going be a huge trend, long before they became the wardrobe staple they are today. But when it dawned on me that colleagues were still stuck in the past—focused on existing top sellers rather than skating to where the “puck was going”—I got an ugly feeling in my stomach.

Gut reactions like these signalled some real unease about the way the company was being run — and the mindset of people in positions of power. But I deferred to their business expertise, instead of paying attention to ever-increasing tension in my gut. It turned out that sitting back on the printed leggings trend is what allowed lululemon’s competition — Nike, Under Armour, Athleta, etc. — to catch up to us.

How to give your gut legitimacy

What I’ve learned from those experiences is that it’s not enough to learn to trust your gut — you also have to learn to make the business case for why others should trust it, as well.

Sometimes this means backing up your body’s “big data” with more traditionally accepted analytics. If I’d gone into meetings armed with my track record of successfully spotting trends — backed up with some hard numbers on how those had panned out in record profits — I might have been more successful in promoting my vision.

These days, I have other techniques I use to verify that my instinct is on track. For example, we all have biases, fears and preconditioned ways of looking at the world that can cloud our judgement. So I’ve found it invaluable to assemble a panel of people who have experience in areas where I don’t, be it in real estate, compensation or negotiation.

This panel can be a formal board of lawyers and experts (directors) or it can just be a group of trusted mentors and colleagues (advisors). (My wife, for example, is my most trusted advisor.) The key to good advisors is they don’t have a dog in the fight — and that they have your best interest in mind (which isn’t necessarily the case with conflicted directors).

If I’m feeling uneasy about a business transaction, I’ll bounce my concerns off my advisors. Usually, they’re able to pinpoint what’s causing the problem for me and flag potential solutions. It could be something as simple as adding an extra clause in a contract, or specifying a certain condition for satisfaction. It doesn’t mean I have to take their advice, but it’s silly of me not to use it in the decision-making process.

Giving your gut time (and space) to work

Of course, none of this gets you anywhere if you don’t first learn to listen to your gut. And that can take some practice — and often some time. It certainly has for me. I was well into my business career before I learned to pay attention to my gut at all, and for a long time I simply ignored the messages it was sending.

I’ve found mindfulness, meditation and yoga have helped me get in better touch with my intuition. When lululemon was in hyper-growth and there were demands flying at me from all angles, I’d escape to the bathroom to take a few deep breaths and focus on a dot envisioned in the middle of my mind. These mini-meditations brought me back to my body and helped me to become aware of the signals it was sending me.

Another technique that’s really helped me tune into my intuition is taking a bit of time to make important decisions. It runs counter to our culture of immediacy, but I’ve found I get a lot of respect from people when I ask for 24 hours to really consider an important proposition. Waiting too long to make a decision in our digital world is sometimes seen as creating more problems than it solves. But being a decisive executive doesn’t always require hair-trigger judgements, especially on complex issues.

My process isn’t perfect by any means. Learning how to listen to my gut is something I haven’t always been very good at, and it’s something I continually work on. But I feel like I’m much more in tune with it now, and it helps me make better decisions, in business and beyond. The one thing I’m confident in is that there is a science to the gut — the exact mechanics might be hard to unravel, but there’s some sophisticated data crunching that goes on in the pit of our stomachs.


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Why bother with Team Building events?



Tommy Mello

Team building comes in many forms — and far too often, it is met with a groan of exasperation. If that’s the case with your team, you’re doing it incorrectly. Team building is an essential tool of any successful company, and when done right, it is fun, educational and helps to build camaraderie.

Each morning, my company has a team meetup. Those of us in the office gather together while our remote employees join us via conference call. We go over a number of items like accountability, project updates, celebration of successes, and a values message.

After these updates, I like to sneak in a little team-building exercise: I select one person and we go over different sales strategies. It’s a role-playing game where one of us plays the customer and the other plays the sales representative. By acting out the roles, we are able to take real-life scenarios and present them to the whole team. Then, the whole team can review the scenario and provide their feedback. How could we do things faster, better and sell more products?

The role-playing only takes a few minutes, but it’s one of the most effective sales tools I’ve ever used.

Why Bother With Team Building?

Team building comes at a cost: The key here is to think of it as an investment. The more thought and effort you put into it, the better the results. So, what do you want to get out of it?

    1. Motivation: Sometimes, all the team really needs is something fun to help recharge their energy. It’s amazing how people are motivated by continual learning. We crave it, whether we know it or not. As we learn new things, we get excited to implement that knowledge, even if it’s just a new spin on an old task.
    2. Breaking barriers: Most workplaces are filled with barriers — from the literal, like office doors and cubicle walls, to the figurative, like different departments or job levels. Team-building events bring people together and break down those barriers. When managers participate in team-building events, they start to become more integrated.
  1. Enjoyment: Team-building should always be fun: When it becomes a chore or an awkward situation that your employees feel forced into, you’ll lose many of the benefits. Do the research and put in the time to develop team-building events and exercises that are proven to be fun and elicit a little bit of laughter.
  2. Skill improvement: Here’s where you can really make your team-building effective. Identify specific skills that your team should brush up on; then, create your team-building ideas around those specific needs.
  3. Communication: Great teams know how to communicate. It’s that simple, but even great teams might need a refresher now and then. Look at games that require teammates to convey ideas and messages to each other effectively.
  4. Problem-solving: How do you get your team to think outside of the box? Every business has its challenges. Successful ones learn how to meet those challenges with creative thinking. The good news is that some of the most successful and fun team-building activities are built around improving problem-solving skills while promoting teamwork. Room-escape scenarios and scavenger hunts can make for memorable and productive experiences.
  5. Bonding: Perhaps what you want most is to see your team come together on a personal level. If that’s the case, keep it simple. Plan a happy hour or head out to a baseball game or concert. Low-key events where they are not expected to do anything more than hang out with colleagues leads to conversation and a more personal feel back at the office.

Consider Your Resources And Limitations

Many great team-building events occur off-site. If you are located near a great park or historic area, take advantage of it and theme your event around its features. If you prefer to stay in-house, try to create a space free from distractions.

Money is always a factor in team-building events. If your company has the budget for a big team-building event, such as a trip to a resort, go for it. If not, there are plenty of low-key ideas that will work. Just remember, team-building is an investment, not a luxury expense. Like exercise, team-building needs to be a continuous part of your routine to truly reap the benefits. The more you put in, the more your team will take away.

Your business relies on the skills and effort of your team. It’s up to you to help them find the skills and motivation to do their best and make your business shine.


Como preparar um evento

Juntamos os nossos conhecimentos na área de organização de eventos e criamos para si um check list de Como preparar um evento corporativo.

À primeira vista preparar um evento da sua empresa pode ser uma tarefa difícil. Ainda mais se se trata de um evento com grande participação. Definitivamente, um pequeno evento (como uma celebração ou um jantar) é possível de preparar e organizar sem decorrer à ajuda profissional. Por outro lado,  se se trata de um evento composto por varias etapas, seria mais razoável de decorrer a um profissional. Certamente, um evento organizado por um profissional vai ter um custo. Por isso é importante definir logo o orçamento, e se este permite contratar uma empresa.

Comece a planear o seu evento com a Check-list que  lhe oferecemos.

Antes de tudo, define o objectivo do seu evento. A seguir, saiba como escolher o parceiro certo para realização do seu evento. O que é preciso saber sobre ele e que documentação é importante solicitar? E finalmente, o que fazer e com que antecedência?

Tudo isto e muito mais na nossa  CHECK-LIST de como  organizar um evento corporativo.

Check list PDF

Responsabilidade social é o nosso valor.

Responsabilidade social -é um dos nossos valores

Em primeiro lugar na Event Architetcs respeitamos os nossos valores. Entre eles – Responsabilidade Social, que equivale a Solidariedade.

Responsabilidade social engloba para nos ajudar à quem mais precisa.
Há sempre quem precisa de ajuda, e há sempre algo que nos podemos dar.

A Event Architects doa 10% da sua facturação às causas sociais.  É com ajuda dos nossos clientes que conseguimos ajudar, doando 450€ no mês de Fevereiro às Associações de animais abandonados.

Leia mais sobre Event Archtects e conheça os arquitectos dos vossos eventos.

Actividades para empresas: criação da bandeira

Criação da bandeira é um exercício de equipa.

Actividades para empresas -criação de bandeira

Antes de tudo, confesso…. Este é o meu exercício preferido entre outras actividades para empresas. Por isso tento sempre inclui -no no programa quando começamos a pensar nas ideias para um evento de team building.

Porque nestes 10 minutos dá para perceber muito sobre a equipa, especialmente como ela identifica-se com a sua empresa.

Por outro lado há muito que os participantes aprendem. A pensar em si, na sua posição nesta equipa e na posição da equipa na empresa, e no modo como podem mostrar isto através de um pano branco e um conjunto de tintas, isto não é uma tarefa brincadeira. Isto onde começa a formação nos nossos eventos.

criação da bandeira é um exercício de aprendizagem de valores da empresa
Bandeira criada pela equipa da Lidl
saiba quais são outras actividades de team building que nós oferecemos.

Team building com a Bold International

Bold International escolheu a nossa empresa para organizar team building para 100 pessoas

Foi um dia marcante no São Pedro de Moel com equipa de Bold International de cerca de 100 pessoas.

O evento de team bonding durou 1 dia e acabou com uma surpresa – a equipa toda entrou na agua da laguna.

Posteriormente, os participantes partilharam connosco que este foi um momento mais marcante do dia.



(as imagens e o vídeo são propriedade da Bold International)

10 Dicas de Liderança da Disney

Conheça as dicas de liderança de uma das mais sucedidas empresas do mundo .

Dicas de Liderança Disney
Liderança e motivação


Quando pensa na Disney lembra-se apenas dos desenhos animados do Mickey e do Donald, e dos grandes clássicos de animação como a Cinderela ou o Rei Leão?



E se calhar nunca imaginou é que o universo mágico da Disney pode ter muito para lhe ensinar sobre gestão e como liderar uma equipa ou uma empresa.

De tal forma que existe mesmo um Instituto Disney com cursos e ‘workshops’ dedicados às principais temáticas que interessam às empresas: do recrutamento à formação profissional, passando pela liderança, marketing e vendas, atendimento aos clientes, inovação, entre outras.

Conheça as 10 principais dicas que pode aprender com a Disney.

Eventos empresariais – NOS

Organização de eventos empresariais de grande dimensão exige técnicas especiais.

O evento de team bonding (um dos tipos de eventos corporativos) para NOS foi um dos nossos maiores em termos de participação. 

Participaram 200 profissionais de NOS.

Serve o presente e-mail para agradecer e parabelizar pelo vosso trabalho.

O grupo ADOROU a atividade, especialmente as meninas…

Correu tudo lindamente e eles estavam bastante animados.

Em nome de toda a equipa agradeço a vossa excelente prestação.