Yes, that's how he spelled "defence."
As commander-in-chief, Washington understood the best defense is a good offense. He wasn’t necessarily advocating a strike-first policy, but rather, a strategy of strength. If you’re prepared to fight, it’s less likely you’ll have to. Or like another president said, “Speak softly and carry a big stick.”
What does this have to do with turnover?
When it comes to retention, the only way to hold your ground is to advance. If you want to keep employees in your ranks, you’ve got to keep them marching along. Retaining someone is about putting them on the right trajectory.
How so? Culture Amp found that an employee’s commitment depends most on three factors—alignment, leadership, and development. To really feel the weight of these three, don’t think about them in the abstract. Think about how they affect you personally—how much you want these factors in your job.
You believe in the mission, and your work clearly supports it. You’re helping to take the hill.
You trust who’s in command and where they’re taking you.
You’re building strength and skills. You’ve got opportunity to rise in rank.
We all share a common desire for these three qualities, and they share that common theme of trajectory. Advancement. Marching on. Taking ground.
When we face retention problems, there’s a good chance our aim is off in one or more of these areas. There’s either employee misalignment, lack of confidence in leadership, or deficiency in development opportunities.
Taking command and taking ground in these areas is the surest defense against turnover.