Jason Baker asked me the question during my appearance on KCMO talk radio in Kansas City. 'How do you know when it's time to walk into the boss's office and say, “I'm out of here?' So many emotional and individual circumstances are inherent in our jobs that it is difficult to recite a pat answer that will be right for everyone.

In general, when your job no longer allows you to do what you do best or when your needs and interests are not fulfilled, it's time to move on. In simpler terms, if you no longer enjoy your work for whatever reason, go do something else.

Jason's question got me thinking. How much responsibility should the employer take to assure the contentment and satisfaction of the employees? If bosses and companies paid more attention to their workforce, maybe questions like Jason's wouldn't be asked so often. What makes employees stay or go?

If the solution were simple, we would bottle it for all to use. We'd have happier employees and lower turnover rates. But that isn't happening, so the answer must be a little more complicated. Or is it? 'There's no magic bullet,' according to Catherine Farrell, a senior VP in the Outplacement Industry. 'One of the most important things a company can do is give managers training in leadership skills, particularly communications,' she emphasised. How right she is! Maybe that is the magic bullet.

It has long been my contention that there are no truly great companies. There are however, great leaders. If the company brass takes the time and commits the resources to invest in its leadership, the results will shine forth in the employees.

The Gallup organisation conducted an in-depth study on worker beliefs and their effect on a profitable, productive workplace. The data was based on more than 100,000 employees from multiple industries. Twelve specific beliefs were identified. Analysis proved that these employee attitudes had a measurable impact on profits, productivity, employee retention and customer loyalty. The twelve belief statements from the most satisfied, productive employees are:

• I know what is expected of me at work.
• I have the materials and equipment I need to do my work right. 
•  At work, I have the opportunity to do what I do best every day. 
•  In the past seven days, I have received recognition or praise for my work.
• My supervisor, or someone at work cares about me as a person. 
•  Someone at work encourages my development. 
•  In the last six months, someone has talked to me about my progress. 
•  My opinions seem to count.
• The purpose of my company makes me feel my job is important.
• My fellow employees are committed to quality work. 
•  I have a best friend at work.
•  This last year, I had opportunities at work to learn and grow.

Most of these beliefs are directly affected by the leadership style of the manager or supervisor. Read them again. They are not complicated. They are not difficult to grasp. They are rather easy to put into practice. The results might amaze you. For example, work groups that have these positive attitudes are 50 percent more likely to develop long-lasting customer loyalty. They are 44 percent more apt to produce above average profitability. Turnover is also lowered. Not a bad reward for a little improvement in leadership style. Proper training can produce effective leaders. Effective leaders produce enthusiastic, productive employees. Satisfied employees produce satisfied customers. Happy customers lead to profits and growth. Package that in the bottle and use it every day.