Turnover can be a costly ill. But, can be prevented? No, but it can be minimized. Here’s how.

So, I am speaking with four CEOs of small to medium-sized companies, all less than 100 employees. All the companies are in the “walk” phase of crawl, walk, run. All the CEOs are feeling salty, comfortable in their skins. Bit of wisdom starting to accumulate like barnacles.

We start talking about turnover. I listen carefully, saying nothing. I often do that. I learn a lot that way.

I also stumbled on an interesting blog post from a former client of mine at www.anthonybucci.com on the subject. Anthony was an excellent, high energy CEO who I worked with for more than a year. He took his company to the paywindow and made out very well. I always enjoyed working with him.

I came away with the notion that the issue of turnover for most companies is something they embrace AFTER it happens. Anthony’s blog post spoke to a pizza party — a cultural ritual of which I heartily approve — but it was after the fact. The individual was already on the way out.

So, here’s what I want to focus on — how do you prevent turnover? How do you minimize it?

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