Leading By Choosing a Life of Intention Most people start their day on autopilot. Leaders don’t have that luxury. Intentional leadership begins the moment your feet hit the floor in the morning, not when you arrive at the office or job site. Choosing your attitude first does not mean pretending everything is easy. It means deciding to show up as the kind of leader people can count on: steady, optimistic, and focused on solutions. Several truths consistently stand out: • Intentional leaders have greater influence. • A leader’s energy sets the tone for everyone around them. • A simple decision — “Today I will build, not tear down” — can shape meetings, projects, and relationships. That mindset matters now more than ever. Local governments face shrinking workforces, rising recruitment costs, and strained budgets, creating an urgent need to rethink retention strategies. Retention can no longer be viewed as only an HR issue; it must become a leadership priority across the organization. Three key components are essential to creating a retention revolution. Move beyond “the way it’s always been done.” Employees have more options than ever before. Organizations must adapt to a changing workforce and create cultures where people are not only satisfied, but loyal. Intentionally build a culture where people want to stay. Most leaders recognize the retention problem but struggle with solutions. Tools like the Upper Arrow can help organizations create culture by design rather than by default. Become the kind of leader people choose to follow. Strong cultures begin at the top. Being present, celebrating wins, and leading with purpose help create teams that feel valued and supported. Before discussing solutions, leaders must understand the mindset behind them. Sydne Jacques’s Upper Arrow concept explains the relationship between quality and satisfaction in both customer and employee relationships. Quality service is expected. If organizations fail to deliver it, people leave. But once a baseline of quality is reached, additional improvements produce diminishing returns. What creates loyalty are the “Upper Arrows” — the experiences and cultural elements that go beyond expectations. Airlines provide a simple example. Customers expect safe, reliable travel. What builds loyalty are the extras: frequent flyer programs, Wi-Fi, free baggage, or flexible changes. The same principle applies to employee retention. Competitive pay and benefits are essential, but they are only the baseline. Organizations must identify the Upper Arrows that set them apart. Employees consistently describe ideal workplaces as safe, supportive, and enjoyable. Culture remains the strongest Upper Arrow for retaining great employees. Intentional leadership creates those moments. When leaders are purposeful with their words, actions, and energy, they create cultures where people want to stay. 21 On The Road Workforce Development
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