Even a cursory look through various media sources will reveal that some feel recessionary times are drawing to a close and the economy is in recovery. Those same media sources will also show that many feel the opposite, that the recession is not over and the economy is far from recovery. I'm not an economist so I won't comment either way. What I have noticed though is that as talk of possible recovery spreads, there is a very noticeable uptick in the number of people who quit their jobs.

I've been watching the Bureau of Labor Statistics "quit rate" which shows the number of employees who quit their jobs. The "quit rate" only counts employees who voluntarily quit and doesn't include layoffs, firings, or business failures. Starting in April of 2010, the number of people quitting their jobs began a steady and noticeable increase. In April the number rose by 151,000. The next four months saw increases of between 121,000 and 122,000. The number shot up to 267,000 in September and is projected to be 274,000 in October. That's compared to a much larger decreases in the quit rate between 2008 and 2009. The data is for seasonally adjusted U.S. non-farm employment.

There's a lesson here for leaders. The workforce is highly mobile: the days of settling into employment at one company for life seem to have passed. In today's world, many employees will move around like a bee going from flower to flower. When there is a downturn in the economy, employees will naturally be a little more hesitant to move; but, at the first sign of recovery, they're off again.

Is this migration of talent something to worry about? That's something you will have to figure out for yourself. Here are some things to consider.

First, it costs money to replace a worker. How much depends on a multitude of factors but experts usually consider somewhere between 50% and 150% of base salary. If you decide your cost is on the low end, fine, but then how many employees are you replacing every year? I know of some retail stores that see over 75% turnover annually.

8 Important Tips to Help You Waste Time in Meetings
By Mike G Rogers

Since most of us need time to waste, I thought it would be beneficial to provide eight tips you must, must, must incorporate into your meetings. They are legend in most meetings and will help you waste as much time as possible, I guarantee it!

1. Invite everyone. We all need to time to waste, and you would not want to hurt anyone's feelings by not including them. However, be careful about inviting people who might try to accomplish something during the meeting. On the other hand, make sure you invite people who tell good jokes, like to goof around and are generally entertaining.

2. Do not start the meeting until everyone has arrived. Starting a meeting on time would be rude to those who are late. Plus starting a meeting late helps everyone feel more comfortable about being late next time, which almost assures you will start the meeting late every time.

3. Never, never, never have an agenda. Agendas create structure that can stifle tangents.

4. Leaders should do most if not all of the talking. Since the leader knows best, it makes the most sense that he or she talk the most.

I've read quite a few books on leadership and various related subjects but I've never come across one quite like The Dog Poop Initiative by Kirk Weisler. All of us in the business of trying to help others develop their skills are constantly searching the world around us for events that can be turned into great stories. Weisler has set the bar high with this book.

The premise of the book is that there are few people who will take the initiative to solve a problem. The majority are much more likely to avoid it. As the author points out, in the case of parents, that tendency for avoidance will most likely result in a new generation of avoiders, choosing to avoid, rather than solve, problems.

This is a terrific leadership lesson. What example are you, as a leader, setting for your people? Leaders must be ever mindful that they are always being watched. What they do, or don't do, can have immediate results, but can also have far reaching consequences. Leaders who avoid problems or sweep issues under the rug will find their subordinates will begin to do the same. When the leader then protests that type of behavior, a conflict will develop that will be impossible to resolve without a change in the leader's behavior.

A Real Vision - Martin Luther King

"I have a dream!" What a vision! Martin Luther King was not the first to fight for racial equality and he wasn't the last. So why do we remember those words? Because they stated the vision simply and clearly. It was a vision that everyone could understand and feel a part of. It encompassed the immediate issue, racial equality, but went beyond that to a vision of a truly color blind society. That society certainly didn't exist in 1968 when King gave that famous speech. I won't argue whether or not it exists today, except to say that we are a long, long way from 1968. In fact, there are almost two complete generations who do not know systemic discrimination and oppression King was referring to in that speech. When he said "I have a dream that one day on the red hills of Georgia the sons of former slaves and the sons of former slave owners will be able to sit down together at the table of brotherhood," he was suggesting nothing less than a total remaking of a society. That was a vision! When leaders create their vision, it's to that level they should aspire. People are more likely to get behind a leader who states a clear and far-reaching vision; if for no other reason than to see what's going to happen. The vision must be a big dream. Yes it should be attainable, though perhaps only at some point in the distant future. Remember that King was lost way too early and did not live to see the first African-American mayor (Young, Atlanta), or the first African-American governor (Wilder, Virginia). And yet, he did foresee those events; they were part of his vision. That brings us to another important part of the vision. The leader's vision must come from the heart and must be something in which the leader truly believes. A vision that is just made up to sound good is false and will be seen as such by others. King's vision was from the heart. It was obviously genuine; he really had that dream and he was excited about sharing it with anyone who would listen. As we celebrate Martin Luther King day, it's a great time to reflect on your own leadership role. Do you have a vision? Is it big? Do you articulate your vision to others in such a way that they also get excited and want to see it happen? Do you have a dream? Please watch King's entire speech at http://bit.ly/1cgoK3.

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"Cod are not very good swimmers so they are easily overtaken by trawlers and nets." British government report on why cod fish are disappearing from the North Sea.

"Everything that can be invented has been invented." Charles H. Duell, Commissioner, U.S. Office of Patents, 1899.

"I never apologize. I'm sorry, but that's just the way I am." Homer J. Simpson

"Airplanes are interesting toys but of no military value." Marechal Ferdinand Foch, Professor of Strategy, Ecole Superieure de Guerre.

"While sitting in a tavern, someone hit my nose from behind." reason given for insurance claim

"Permitted vehicles not allowed." Road sign on US 27

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