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What Makes High Performers Stay?

If talented finance staffers don't have strong managers, good pay is not likely to help you retain them.

David McCann, | US
May 11, 2011

Conflicting data?

Aren't ethics and integrity part of a manager's quality not to mention that these qualities are a big part of a senior leadership's reputation? These qualities appear on the opposite ends of the survey, and in my opinion the data is not necessarily conclusive. At face value of the survey and as a CFO it seems a little concerning that high performers in Finance seem to be willing to make compromises in ethical standards in return for a future career opportunity. How will these high performers act and lead once they are in a CFO role themselves?

Posted by Michael Lauer | May 13, 2011 04:27 pm


This article confirms what we know in the Executive Search business. In general, if compensation/benefits are at or near market, people do not leave because of compensation/benefits. In general, the two most common reasons candidates will consider a change are future career opportunities at their current employer are limited or they feel they are not being developed /challenged. When the candidate is not being developed/challenged usually they feel their direct manager can not ( for whatever reasons - lack of ability etc...) and does not have an interest in helping the person achieve their goals. The old saying is "people leave people" they do not leave usually because of compensation/benefits.

Posted by Jim Wong | May 12, 2011 10:22 am

CFOs and CEOs should know this:

Employees have interests and desires that extend beyond their day to day, but most CEOs donıt have a clue about their direct reportsı real priorities and concerns. That said, there are some easy things they can do to show they care about employees, and that will get them to stay.

Posted by Stephanie Beer | May 12, 2011 10:17 am

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