If you asked most people what they think are the reasons employees quit their jobs, the typical answer would be factors like poor pay, conflict with others, or simply a bad fit. The truth is that those things make the list, but are not the only reasons. Organizational psychologists and experts say these are the key ingredients for staff happiness:

1. Opportunity for personal control or latitude in decision making
2. Opportunity for skill use acquisition and development
3. Clear goals
4. Variety in job content and location
5. Role clarity and feedback
6. Positive contact with others
7. Good pay
8. Physical security
9. Valued social position
10. Supportive supervision
11. Career outlook
12. Equity (justice for both the individual and the community)

The secret to a great leader is someone who can recognize potential in others and set them free to do what they do best. Effective communication, as a leader and as an organization, helps to foster this environment.

It has taken me a week to simmer down my thoughts about an editorial column that appeared in a Canadian newspaper recently. The column was written by a well known human resources consultant who it appears based her article on books by others. In it, she explains that when faced with a crisis or controversy, it is deliberate public relations strategy to do one of the following - outright denial, justification, explanation, rationalization or providing an excuse or apology.

With words like "deliberate evasion of responsibility" and "even going so far as…" (using employees in commercials) it paints an unsavoury picture of the communications profession. Personally, I have never been expected to lie or witnessed the "deliberate evasion" tactics described in the article. I would not agree that this is standard practice. The second half gets to the heart of the matter - the best reputation repair strategy is to build a good one! Effective leadership, open communication, and ethical cultures are the key. Now that’s what communications is all about!

Great leadership is the topic of the upcoming Carnival of Nonprofit Consultants - and I am the guest host of the October 1 edition. Click here to find out how to submit a post.

Endorsing and promoting a code of professional conduct sends a valuable message to your staff, volunteers, donors and clients. To work most effectively, it has to be linked to your vision, and must clearly set out what the organization stands for and how staff and board members uphold it. One of my clients takes theirs a step further and asks each new person using their non-profit services to sign a code of conduct that will guide their consumer-service provider relationship. I think this is a brilliant, yet simple, method of demonstrating commitment and vision in action.

I have had the fortunate experience of working with many organizations who understood the value of corporate social responsibility and were able to connect the dots between employee and professional expectations, regulatory compliance, customer service, governance, transparency and community involvement. While the cynics out there can find fault with motivations, the fact of the matter is that many consumers do consider these factors when making decisions. Like your donors, consumers have power.

The Association of Fundraising Professionals recently updated their Code of Ethical Principles and Standards of Professional Practice to recognize the role of businesses, like mine, that support fundraising and the non-profit sector. As a member and a consultant, I am pleased to be able to say that I follow this internationally accepted standard. I especially like the introduction - and am looking forward to seeing the yet-to-be-released guidelines:

Members of AFP are motivated by an inner drive to improve the quality of life through the causes they serve. They serve the ideal of philanthropy, are committed to the preservation and enhancement of volunteerism; and hold stewardship of these concepts as the overriding direction of their professional life.

Like many painstakingly-created policies, the best communications opportunity lies in the explaining! You can build an entire communications plan around how to introduce your policy and where it could be emphasized and reinforced. After spending so much time on establishing it, take the time to properly introduce and continually bring it to life. Your efforts will pay off.