By Charles Emanuel – Director, Job Booster India
To start off, I’m going to be speaking from a place of personal experience. So, I’m hoping that my team at Job Booster India, resonate with it when they read this :)
For a while now, I have been in charge of leading teams - across different roles, sectors, and geographies. And one thing has stayed constant is that – ‘people want to feel seen, heard, and valued’. Motivation isn’t just about giving monetary bonuses or gift vouchers every other quarter; and loyalty isn’t about locking employees into long-term contracts. It’s about building something more compassionate, real, & intangible.
Here’s a few points on what I’ve discovered over the course of my career (& sometimes learnt it the hard way).
1. Talk to the team like people, not numbers or resources
Sounds very obvious, right? But many leaders forget to do this. I make time for regular, honest check-ins - not to tick off a list, but to ask things like ‘How are you really doing?’ or ‘Is anything not working for you at work?’ or ‘Could we improve something to ensure you have a better workday’. When people know the leadership care, they start caring back. Simple.
2. Involve them in the ‘why’, not just the ‘what’
No one likes to follow instructions blindly. I try to explain to my team the bigger picture, the Macro - why we’re doing this project, who it’s for, and what impact it will have. Once they understand and see meaning in the work, they show up with more energy. It’s not about long speeches. Just small conversations that connect.
3. Give credit where it’s due
This one’s very easy to overlook. But I’ve seen what a ‘Hey, good job on that (task)’ can do. Especially when it’s specific to a person. Recognition doesn’t need to be a big deal. A simple message, a thank-you, or even better, saying it in a team meeting, is enough. People remember how you made them feel. Always keep appreciations public & criticism, private.
4. Do not micromanage – learn to forgive & trust
Build relationships. When I delegate a task, I step back. If the team needs assistance, I’m there. But I try not to breathe down their necks. Trust builds confidence. And confident people stick around. There will be negative experiences, but do not allow negative experiences of some employees, turn into an organization-wide cultural problem. I’ve seen it - when someone feels they’re trusted; it brings ownership to their work.
5. I let them grow – & if they want, let them go
This one’s delicate & counterintuitive, but necessary. I believe in people’s potential. I encourage my team to take up courses, try new roles or shadow others. Think about it, I’d rather lose someone to a better opportunity, where they leave as ambassadors of the business’ brand; rather than have them stay bored and unpleasant, which also results in a drop in team’s productivity. The twist though, is that most of them don’t leave. They stay, because they feel they’re learning & growing.
6. Fix small irritations quickly
Slow laptops. Delayed reimbursements. Unclear processes. These may look small, but they eat away at motivation. I try to notice and fix these fast. If I can’t fix it, I tell them why. And some which I may not notice, I ask to be informed about. Teams don’t mind problems - they mind silence & ignorance.
7. Create a space where it’s okay to speak up
This is ongoing. Leaders make mistakes. And it is okay. But leaders also need to be open to feedback. I make mistakes. I say the wrong thing sometimes. But I try to keep a door open & an open mind. I ask for feedback. I listen when someone suggests change, without judgement & blame. Just figuring things out together. That builds loyalty over time.
I’m not claiming to have it all figured out. Motivation and loyalty are not one-time fixes. It’s like a relationship - it takes work, patience, and honesty.
But one thing I’ve seen over and over again: when you genuinely care for your people, they don’t need convincing to stay. They choose to.
As a result of this and other contributing factors, in absolute numbers, JBIs turnover is lesser than 5%, annually. For comparison, the average employee turnover rate at a company in India is between 20 and 30 percent.
And that’s what I aim for. Not perfection. Just consistency.
