Leigh Branham 
Leigh Branham is Principal of Keeping the People, Inc., Overland Park, Kansas, a consulting firm he founded in 2003 to help organizations analyze the root causes of employee disengagement and turnover, and develop and implement strategies to become "employers-of-choice."
Branham's most recent book- The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It’s Too Late, is based on post-exit surveys of more than 19,700 employees in 17 industries. Both The Library Journal and BusinessBookReview.com selected The 7 Hidden Reasons Employees Leave as one of the top 30 business books of the year. His first book, Keeping the People Who Keep You in Business, was named by the Harvard Management Update as one of the top three books on the topic and has been published in several foreign-language versions.
He publishes a free quarterly e-newsletter—Keeping the People Report, available at www.keepingthepeople.com.
Branham's most recent book- The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It’s Too Late, is based on post-exit surveys of more than 19,700 employees in 17 industries. Both The Library Journal and BusinessBookReview.com selected The 7 Hidden Reasons Employees Leave as one of the top 30 business books of the year. His first book, Keeping the People Who Keep You in Business, was named by the Harvard Management Update as one of the top three books on the topic and has been published in several foreign-language versions.
He publishes a free quarterly e-newsletter—Keeping the People Report, available at www.keepingthepeople.com.
Website
www.keepingthepeople.comInterviews with Leigh Branham
Do you know the true cost of employee turnover?
Two types of employee turnover: preventable and inevitable
Do you know the true cost of employee turnover?
Two types of employee turnover: preventable and inevitable
How expectations impact the definition of a “good job”
Why only 40% of workers say they have a “good job”
How expectations impact the definition of a “good job”
Why only 40% of workers say they have a “good job”
Ask the right questions for better corrective feedback
How feedback promotes employee engagement