According to The Atlantic, “Quitting your job is hot this summer.”[1] Your best people have options, and many of them may be considering an exit. While the past 16 months have blurred the lines between home and work for many people, the pandemic also provided an opportunity to reconsider priorities. Or perhaps, more accurately, it created space within which individuals have seen their lives and work from a different perspective. As companies consider how to go “back to normal” (and what that even means), employee turnover is rising. Perhaps it is time to rethink your approach to leadership.

This is not just a debate about whether or not employees need to be in a physical workspace to do their work. The past year has shown that people can be productive in a variety of settings. However, whether or not you retain key people will likely depend more on leadership fundamentals.

Do your employees feel appreciated for their contributions?

Do your employees feel appreciated for their contributions? How do you know? Notice I didn’t ask if you are an appreciative boss. Most leaders believe they are appreciative because they have positive thoughts about people and situations, but in reality, only about 1 in 30 of those thoughts is ever shared. Get out of your head. What are you doing to actively re-recruit your team members, engage their hearts and minds in the organization’s goals, and help them find purpose and meaning in their work?

Think it doesn’t matter? Think again. Poor leadership is still a major driver in most decisions to leave a job. Employees may say it is for more money or better opportunity, and there’s likely some truth to that. Still, anyone who has worked for a leader who appreciated their contributions and inspired them to give more knows that a supportive boss creates connection and loyalty. You are more likely to remain in a role when your boss is as invested in your career growth as you are, even when opportunities for higher pay exist elsewhere.

Poor leadership is still a major driver in most decisions to leave a job.

Perhaps you have paused to reflect on what’s most important to you over the last year or so. How have your priorities changed? You may be thinking about how best to convince everyone to stay based on how your thinking has evolved. Consider that each person is unique. The pandemic has impacted each person differently. What matters most to you may not resonate as much with your team members. You can gain insight into each employee’s priorities by checking in with them. Go on a listening tour. Rather than rush to persuasion, practice asking thoughtful questions and then listen – really listen – to what they have to say. You might ask:

• If you had to pick one thing you would like to change in the organization, what would it be? How would that help you be more successful?
• What would you like me to do differently in the next 30 days?
• What’s getting in the way of your success? How can I support you in your current role?

Follow up questions may be necessary to learn more. Be careful not to debate or move into persuasion. Your role here is not to convince anyone of anything. Instead, challenge yourself to remain open and curious. If this is different from how you have previously interacted with employees, it could take a few attempts before they open up. Be patient and don’t give up. This is an opportunity to rethink your leadership so that you gain insight to be even more effective. You might be surprised what you learn. Quitting may be hot, but that doesn’t mean you have to lose your best people.

Let’s not go “back.” Let’s go forward. Together.

The Sarkaria Group is a leadership coaching and management consulting firm that helps successful people make sustained improvement in effectiveness.

[1] Thompson, D. (2021, June). What quitters understand about the job market. The Atlantic. https://www.theatlantic.com/ideas/archive/2021/06/quitting-your-job-economic-optimism/619242/

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