The lesson from a RELAY race is Re-Lay

Tokyo Olympics 2021 has come to a close and Independent India won its first Gold. With this Greatest moment etched in my memory, my curiosity towards RELAY race in Athletics made me search for strategies to win such a race.

A stunning fact like the fastest runner being generally used in the last leg of a relay race kindled me to write this article. A Relay race is a one time race with a clear finishing line. But I was concerned with another race which is never ending and which is perceived as a huge problem as well as a tremendous opportunity that organizations are grappling with, even in this pandemic.

This ever lasting RELAY needs Retention by empowered Leadership adapted by the Young.

When I was young, Retention was not really a problem as "loyalty" was considered as a primary virtue of successful leaders in every organization along with their core competencies and other attitudes. All inspiring leaders with whom I grew up were more than 20 years in the same organization and commanded great respect for their unflinching advocacy to loyalty. It was great with the only bane of developing some complacent long term colleagues.

World has changed for the better and today loyalty got toppled at the top by attitudes like respect for others, optimism, team mindset and ability to innovate. Who would be better suited to electrify the working environment with the above attitudes than the Young?

I had been watching for all these years, that organizations are grappling with "Retention" issues with salary increases, variable bonuses, flexible work culture, employee stock option plans, international mobility and scores of other strategies only to settle down with reality laughing at these strategies after a short period of respite. Each new strategy was implemented immediately after a wave of resignations. I am giving another try on my own with this concept of RELAY.

If we start seeing Retention as an ever lasting opportunity than a never ending problem, we will realize the importance of entrusting the leadership of retention strategies to the Young. They form the largest group of people whom we want to retain, the largest group of people responsible for both effectiveness and efficiency of our operations.

It is atrocious to just to put the entire onus of Retention to top management, middle management and Human resources. Equally, all the Grey-haired decision makers cannot wash their hands off with surveys to pretend that they heard the voices of the young. If we are serious about retaining the young, let us also delegate the onus of retention to them. If they are the reasons for this opportunity of retention, it is better to let them be also the solution.

Like a Relay race, the last leg needs the fastest runner with the legs that are the youngest. These legs are expected to give the fastest last mile connectivity with the largest group of people whom we want to retain. The rewards for these apostles of Retention shall be as huge as traditional fast tracked leadership roles given earlier in their career to other out-of-the box strategies which these supersonic minds would themselves develop. These strategies could even be specific start-ups within the organizations which will be independently managed by these apostles. Like Rishi Vishwamitra creating a Trishanku Swarg (a parallel heaven), organizations shall pilot such startups regularly.

The race then continues with these new leaders leaving the baton in the left hand of the right people who become the next batch of apostles.

I had personally groomed, worked and seen many of these young apostles leaving an indomitable mark at their workplace and positive spread of their infectious attitude to retain long term workplace friends. Let us watch and Enjoy these kids running the race which is ever lasting.

In Summary, a relay race is for sure lesson to Re-Lay our Retention strategies with the Young leading the way.

The author's views are personal, independent and do not necessarily mean as endorsed by current or past organizations represented. The strategies mentioned are also generic and do not represent any specific actions from Current or past organizations represented.