The Revolving Door Dilemma: How to Inspire Good Employees To Stay…

"You just can’t find good help anymore…"

"Nobody wants to work…"

"My employees keep leaving…"

If you spend any time scrolling through picture framer’s social media groups, you know this mournful chorus by heart. Honestly, my heart twinges a little whenever these posts pop up because I understand this struggle on two very different levels.

On one level, as an owner and employer, I especially understand that especially in smaller, rural markets, finding a skilled, dedicated framer can feel like trying to locate the mythical Bigfoot riding a unicorn, trying to lasso the chupacabra.  Our staffing challenges are real and frustrating. Sometimes we have no choice but to settle for a worker with a pulse and two opposable thumbs.  “Can you hold this hammer?” You are hired! The hard part is that when we have a less than competent staff, we end up micro-managing, doing most of the work and neglecting the important “boss stuff” that is vital to running a successful business.

On the other hand, as a former frame shop employee myself, I learned a cold, hard truth: not every passionate entrepreneur makes a great boss. Incompetent leaders aren’t bad people, they're just blissfully unaware. Whenever an employer started bragging about how “we’re a family here,” I’ve learned to run…run fast and far.

Good leaders are effective teachers and communicators. I’m not trying to shame anyone; they don't exactly teach you how to be a fantastic boss in frame school.  If you are a business owner complaining about high turnover and your incompetent staff, you need to look in the mirror. How fun do you think you are to work for? If you have frequent staff resignations, the answer is pretty clear: Not very. The good news is that we can do better.

The Top 7 Reasons Your Best Framer Ghosted You And Is Now Working For Your Competitor

I talk with many framers, owners and managers in my consulting practice. I’m going to spill the beans. Here are the main reasons employees leave:

1.     The Pay is Still Measured in 2005 Dollars

Employees aren't looking to buy a yacht, but you haven’t raised your hardworking, devoted, framer’s pay or offered any additional perks to persuade them to stay. They just realized that your one-person operation can't compete with the starting wage offered by the nearby Big Box store that also offers health insurance and a 401(k).

2. The Boss is Great at Mat Cutting, But Awful With People

You are brilliant with a V-groove and can spot an improperly hinged print from a mile away, but your communication skills are sub-par.  Unfortunately, your employees are quitting their manager, not their job. It’s time to work on your people-skills and maybe consider some therapy.

3.     The "Growth Opportunity" Is Just More of the Same

When they ask about their career path, the only promotion available is the chance to wipe fingerprints off glass a second time or maybe graduate to operating the other dustpan. Framing should be fun most of the time. As your business grows, and as you graduate from worker bee to an actual boss, you need to learn to delegate responsibilities to your team and pay them fairly for their extra work. Here is the real secret to being a successful entrepreneur: you want a good team that can run the business when you are not there. You pay them to manage, you take care of the big picture stuff, and the rest of the time you can spend on a beach in Hawaii. You’ve earned it.

4. They Found Out "Flexible Schedule" Meant Your Flexibility

They wanted to shift their schedule to pick up their kid; you needed them to stay late to finish a rush order for your biggest client... again. They realized the small business dream only comes with flexible hours if you're the person holding the keys.

5. They're Overworked, Under-Appreciated, and Burnt Out

You told them they're part of the family, but then you asked your "family member" to skip lunch to cut 200 feet of moulding alone. Turns out, pizza on Friday doesn't fully compensate for the emotional damage of constant, chaotic, unacknowledged stress and unreasonable workloads.

6. Company Culture is More Toxic Than a Can of Old Solvents

In a small business, you spend all day, every day, in close quarters. If the environment is a constant stream of owner anxiety, passive aggression, or inconsistent, indecisive leadership, employees will leave like rats from a sinking ship. Nobody wants to work in a drama-filled, hostile workshop.  

7. There is No Professional Development (Unless It's Watching You Struggle)

The only "training" offered is the chance to observe you trying to fix the CMC for two hours. Your employees are seeking actual skills and certifications that make them more valuable, not just a front-row seat to the daily mechanical drama.

How to Become the Inspirational Boss That Employees Want to Stick With

So how do we stop, or at least slow down the revolving employee door?  The secret: we have to shift from being a micromanaging hands-on framer to a strategic leader.

• Stop Being a Worker Bee and Start Being a Leader: Your job is no longer cutting mats; it's leading your team. Delegate the technical work you hired them for. Your focus should shift to scheduling, training, performance reviews, and removing obstacles.

• Pay Competitively, Not Just "What You Can Afford": Research the prevailing wages; yes, include the Big Box stores. Offer a wage that values their skill. If you can't pay significantly more, you must compensate with fantastic perks, like extremely flexible scheduling that the corporate giants can't match.

• Implement a Clear, Simple Growth Path: Employees quit when they see a dead end. Create a documented career path (e.g., Apprentice Framer, Skilled Framer, Lead Designer) with small raises tied to each promotion. Growth promotes longevity

• Formalize Communication and Feedback: Ditch the “random post-it reminders on the computer screen” chaos. Hold a 10-minute daily huddle and schedule a quick, dedicated 15-minute one-on-one with each employee every other week. Ask: "What frustrated you this week?" and "What do you need from me?" Listen. Their feedback may improve efficiency and profitability.

• Prioritize Training and Professional Development: Pay for online courses, vendor workshops, or let them practice a new skill (like French matting) on the clock. Investing in their growth makes them more valuable to you and see a future with the company. Harry Gaston, a popular educator and owner of Gastonart frame shops said: “Make an investment in employees and reap the benefits…they are not just financial. Do right by your people. Present them with opportunities and you and your business will thrive.”

• Master the Art of Meaningful Appreciation: Pizza is a nice gesture, but it’s not meaningful. Appreciation should be specific and timely. Instead of a generic "Good job," try: "I saw how you handled that difficult client on Tuesday, your amazing patience saved that sale."

• Set Clear Boundaries (Yours and Theirs): Don't call or text your team on their day off unless the building is literally on fire. Respecting their personal time is one of the nicest benefits you can offer, ensuring they return to the shop refreshed, not resentful.

The truth is that the art world doesn’t just need better framers; it needs better leaders. Stop treating your employees as an afterthought and recognize them as the curators of your business’ future. When you pay them fairly, treat them with genuine respect, and actively invest in their skills and happiness, you stop the revolving door of temporary, incompetent help and start building a legacy. When it’s time to retire, your greatest accomplishment as an owner should be the thriving, talented team you inspired.