Do you have any pets? I do. A cat named Kala and a dog named Muffin.
Kala is old! She turned 19 this year. At this point in her life, she doesn’t like to be left alone, especially at night. She howls loudly if I don’t let her in my room.
Muffin isn’t old, but she’s equally demanding. She is a mix of breeds — beagle, wolfhound, terrier — and very sensitive. She seems to understand what I am saying. If I tell her I’m leaving to go to our Boston office for a couple of days, she will sulk back to her spot on the sofa and give me a sideways stare.
Cats and dogs sometimes seem almost human in their need for care and attention. But there’s another animal that is even more human in this regard… actual humans.
We, too, want to be appreciated and paid attention to. We want opportunities to thrive and grow. We want to be free of micromanagement, wasted time, and toxicity in company culture.
But that isn’t always the case. And it’s during those times, when your people are feeling frustrated or out of step with you or your organization, that they are most willing to spend time on a call with me or one of the members of the team when we reach out with a potential opportunity.
In the uber-competitive war for R&D talent, there will be turnover. Even so, I think there is too much and that we can do better.
Take Off the Blinders
I talked with a candidate last night. We have spoken many times before, but he’s never been interested in moving on. He is extremely talented and in a challenging position that he enjoys — until now, he has always said, “they are keeping me happy.” Last night was different.
He was frustrated by his boss not including him in a discussion regarding a critical issue facing the company. The email he sent outlining his thoughts was barely acknowledged. Maybe the boss was overwhelmed, maybe there is information that this candidate did not have.
Who knows? But it made him think twice about how much they value him… enough to open the door for a conversation.
One incident is rarely enough to cause an otherwise happy employee to look elsewhere (we always counsel people not to leave for just one thing). But it’s a classic example of how the connection to the company can be chipped away, one “little piece” at a time.
Your best people have choices — and they always will. Even in today’s down market, they are in high demand. It’s easy for busy leaders to miss important cues that might cause smart, talented, dedicated people to look around.
Here are some common reasons people move on…
#1. They are not growing.
The best people are attracted by larger roles that provide greater and greater opportunity. “Comfortable” is not what they are looking for; they become dissatisfied if they feel their growth has flattened out. Engaged leaders understand this. They think creatively about ways to offer expanded roles and opportunities.
Do you know the long-term goals of your top performers? Do you check in with them regularly on how they are feeling about their role? We do, because we ask them. Frequently.
The truth is, you can’t keep great people forever. But by having an ongoing dialogue, you’ll have your best chance at keeping them as long as possible (and perhaps have them help hire their successor!). An additional 6 or 12 months with a smooth transition can be a game-changer. Handled well, both of you will be better off.
#2. Company culture is… (insert your own negative adjective here).
Whether it outright sucks or is just somewhere south of positive, culture matters. A lot.
Your best people are unwilling to tolerate bad behavior, micromanagement, poor decision-making, fear-based leadership, or any of a thousand other things that serve to loosen ties between quality humans and the companies they work for.
Under these circumstances, and regardless of whatever opportunities your company may offer — financial or otherwise — the grass on the other side starts to look mighty green. A healthy and positive company culture isn’t just a “nice to have.” It’s the water your employees swim in; it impacts everything.
#3 They don’t like their boss.
We hear this one a lot.
Sadly, if you are that bad boss, you’re unlikely to realize it. Overall, self-awareness among humans is in the low teens; when it comes to rating one’s leadership skills, it’s even lower. And, the higher up the ladder you sit, the worse it gets.
Do you know your blind spots? Your people can tell you. They tell us.
Without question, the hardest people to extract from a company are those that have a personal relationship to the leader and a deep connection with the overall team. Even if you have just one of these two, it can work. Money, position, prestige… those are easy to replicate. The relationships are not and people are reluctant to walk away from them.
Covid has, of course, contributed to the challenge. It’s super-easy to interview and it’s become harder for companies to sustain close relationships with their people.
Pushes and Pulls
People decide to leave a job through a combination of both pushes — things they don’t like, and pulls — shiny new companies and exciting opportunities. Everyone is different in terms of how much of each is required for moving on.
But regardless of how capable, accomplished, and engaged with the science people may be, they still want to feel appreciated and know that they are not being ignored. It’s a very human thing and it’s at the heart of what keeps people from looking elsewhere.
So make sure to pay close attention to what’s happening with your most valued team members. Because as soon as I grab another cup of coffee, I’ll be right back on the phone checking in with them.
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