Episode 97

Crafting Good Jobs to Empower and Grow Your Team

As jobs become harder to fill and high rates of turnover become an ever-present problem at many companies, you may be wondering how you can create great jobs to retain the awesome members of your team. As someone who has navigated the challenges of leadership and office management, I've learned first-hand the importance of fostering a positive work environment. But what inspired me to explore this topic further was a captivating speaker I had the privilege of hearing at one of my previous jobs.

That speaker is Zeynep Ton, who wrote the book (literally) on the Good Jobs Strategy. In her first book identifies the key hiring and culture strategies of great companies like Trader Joe's, the beloved specialty grocery store known for its exceptional employee culture. So, what exactly is the Good Jobs Strategy? It involves investing in employees by providing them with adequate training, ample opportunities for growth, competitive wages, and benefits. But it doesn't stop there, the strategy also emphasizes operational efficiency and considering employee thoughts and feelings.

As leaders, we need to take the time to figure out how we can make our jobs truly great. Many aspects of work can be significant stressors for employees, so finding ways to alleviate that burden can make a world of difference, helping you attract and retain top employees. In this episode, we'll explore practical strategies and actionable steps to help you create good jobs for your team.

What you'll hear in this episode:

[0:00] Today’s topic: How to create good jobs for your team.

[1:05] How I was inspired to do this episode because of a speaker I heard.

[3:05] Trader Joe’s is a specialty grocery store.

[4:45] What is a good job strategy?

[6:05] The second part of a good job strategy is operational efficiency.

[7:55] How to create a culture of continuous improvement in your business.

[9:40] Find out how to offer flexibility in work.

[11:10] Think about how you can make great jobs.

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