The Great Opportunity: Rethinking Leadership

The idea that employees don’t quit companies, they quit managers, has shaped leadership strategies—including my own—for a very long time. Over the years, my style has evolved to help individuals navigate the expectations of their roles. I've learned how to create environments for my teams to find the opportunities that can play to unique strengths, focus on practicing empathy, and continually strive to create more inclusive work experiences.?

Nearly?one in four?workers is leaving their jobs this year, and there are many?reasons why. The pandemic illuminated flexibility (and how easy it integrates into our workstreams), so for organizations pushing a return to in-office work, that is a big factor influencing employees to move on. Many workers across industries, especially women, were forced into caregiver roles by Covid-19 and are reaching their limits of balancing career with educator, nurse, and/or caretaker.

Other workers are looking for an organizational culture that supports them better in some way. The past two years have encouraged some to look at the bigger picture of their lives and now many are searching for more meaning in their work. Many are feeling?burnout?or stepping away from work to focus on mental health, and countless are feeling a combination of what I just listed.?And some are just finding new opportunities birthed out of someone else’s exit.

People leave for a multitude of reasons; however, no matter the circumstance every departure still feels personal for managers. When an employee opts to follow a new opportunity, I always ask, “How can I continue to support them? What could I have done differently, how can I better lead my remaining employees? Do I need to change my strategy to create a better environment for my people? Is it me?”

In a recent Harvard Business Review article on retention, the concept of treating employees like customers and putting thoughtful attention into retaining them struck a chord. As a Sr. Director of Product Marketing at Microsoft, I spend each day thinking and talking about customer experience. My team creates marketing strategies and product messaging to help companies examine how to better connect with every single one of their customers, wherever they might be in their journey. But as managers, are we approaching our employees as individuals on their own, unique paths? Faced with their struggles and triumphs, meaningful moments, and hopes? Are we meeting them where they are?

How can we give each of our employees the highly-personalized experience that we preach for our products??

Do you know what makes customers choose another company, even if they’ve been a longtime loyal subscriber? Bad interactions and feeling unimportant are high on that list. Failure of the company to meet their needs is another consequence. Also, not feeling seen or heard.

What it comes down to is always listening. The best brands know how to listen.

As managers, we need to be better listeners, especially when it comes to retention. The Great Resignation isn’t just employees going elsewhere because they are unhappy with culture, benefits, or being required to work back in-office—it’s about employees pushing back because a one-size-fits-all response to their concerns isn’t working anymore.

Perhaps for managers, our response to the Great Resignation shouldn't be trying to find something to stop it.?

What if now is our opportunity to redefine what we are capable of as leaders? We need to check in with our remaining employees and see where they are on their personal journey. Can we rethink their workloads, projects, or schedules to fit their needs, which, may have shifted since they started? Do they want less responsibility or more? Is there room for our organization to help them in meaningful ways with their physical and mental health (and are we letting them know these resources exist and encouraging them to utilize them)? Do they need a shift of pace, a break, or (and though it might feel difficult to acknowledge,) a change of scenery?

Leaders: it's our duty to help them with what they need, as opposed to what we think they want. We might not want to hear it, but we owe it to them to listen.

And, if we must rebuild our teams, this is an incredible chance. We get to mentor new groups of employees who very well may have just taken a leap from their last role as part of their own Great Resignation story. We are lucky to help these new people who are excited to be here, who sought out a new role, or a different course for their journey.

As leaders, it’s a thrilling and terrifying time. Managers know it can be a lot like being a mom or a caregiver (and some of us are these too)—there is so much pressure to give, listen, learn, and adapt—but who is taking care of us? Who will support us so we can learn while not feeling shamed for losing our employees who are choosing to fly out into the world for their own, unique reasons?

I’d love to create a manager forum for supporting each other. So many of my great peers have called up me to ask, “how are you doing?” with this. Every connection lightens me up to see that I am not alone and there are folks like me who are ready to listen, care, and help me see the bigger picture.

So yes, for me, seeing turnover will always be tough. I’ve lost a few incredible employees who have found amazing opportunities. But I’m optimistic for the future and hopeful I’ll grow to provide a better experience for my reports.?I want to listen better. I'd love to connect with my fellow leaders to share support, chances to keep growing, and know we're not alone. I’m curious, how are other managers rethinking their leadership strategies? What tools are you using to help your employees? Do you want to join my forum?