In a previous post I explained that to retain your top performers in 2010 you must re-establish a shared vision, provide a fresh challenge and use trust to rebuild a sense of 'fit'.

In order to do that communication with your workforce must be consistent, predictably regular and authentic. Here are three ways you can do that:

1. Regular Town Hall Meetings
Use employee-wide town-hall meetings to admit that things have been tough and take responsibility for senior management's failings during this time. Then instill a renewed sense of vision and inject purpose back into your workforce.

Now is not the time for management-speak or sound-bites. Get real with your workforce and address the issues they are facing, their fears and concerns. Then drive home the renewed vision of the organization along with the clear, implementable, measurable actions you are taking to see the fulfillment of that vision.

Schedule these meetings once a month, ensure your entire senior management team is present and, where possible, don't have any 'no-go areas'. And, no matter what happens, don't even think about canceling them! If you do then you can wave good-bye to any trust that has been rebuilt and any ounce of credibility you have left.

2. Meet with your key teams
Communicating with your key teams will serve two purposes. First it will allow them to reignite their vision and passion within your organization and, second, it will help that vision filter further down the organization.

Chances are many of your teams will have lost key members throughout the last few years. It's important to recognize that there may still be bitterness or fear residing within the culture of your teams.

Take each of your top teams for a one day off-site session. Highlight the strengths and recent successes of the team, acknowledging the difficulties they have been facing. Then begin to focus on those areas which will re-define the teams' role and importance within your organization. Allow this to come from within the team rather than pushing it down from the top.

Schedule quarterly follow-ups with your teams. Use these follow-ups to discuss how their new vision and focus can filter down to their employees.

3. Meet one-on-one with your top performers
These will be the toughest encounters of the three. Your top performers will have their BS detectors in full operation. So leave all pretenses at the door. They'll smell inauthenticity a mile away.

Ensure these sessions are wholly focused on the employee. Start with the question "Where do you want to go from here?" Encourage them to get all their frustrations out on the table. Acknowledge their frustrations and make sure you express sincere gratitude for the work they've done in the past and the loyalty they've shown you recently. Now is not the time to get defensive. It will only push them closer to the door.

Work with them to craft a new sense of purpose within your organization as well as a renewed personal vision. This may involve exploring both vertical and horizontal moves that will give them the chance to build trust with new people and re-establish 'fit' within your organization.

Meet with them often, once every couple of months at least, and ensure you both agree on an actionable plan for restoring their vision.

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