They Said ‘Minimal Supervision’… Now I’m Their Full-Time Babysitter: Why It’s Not Always the Boss.
We’ve all heard the saying, “People don’t leave companies, they leave bosses.” It’s a catchy phrase that’s been thrown around in HR circles for years. Just browse LinkedIn articles and you will find a myriad of infographics, write-ups, and posts making a stand that it’s all about the bosses. But is it really that simple? Here’s what I have experienced myself, and I’m not taking a side because I have had bad bosses yet I stayed, and good bosses but I still decided to leave.
1. The Interview Hype: Promises vs. Reality
How many of you have these in your CV and are quick to quote the same during an interview:
Sounds great, right? Fast forward a few months, and you might find a different story:
It’s not that these candidates are necessarily being dishonest. Often, they genuinely believe in their abilities. But the gap between self-perception and workplace reality can be stark.
2. When the Job Description Meets Real Life
Let’s face it – job descriptions can sometimes read like a superhero wanted ad. And while it’s great to aim high, there’s a fine line between ambition and unrealistic expectations. When new hires realise the day-to-day grind doesn’t match the glossy picture painted during recruitment, disappointment and frustration can quickly set in.
Let’s take a look at the Product Manager role. How much of your time is actually spent creating a product? You probably spend a large chunk of your 8-hour day attending to issues, drafting memo after memo, fixing process gaps, or tracking things you’re not even sure why you’re tracking. The remaining hours are often spent catching up on the latest gossip and discussing how every other department seems to be functioning better than your own.
3. The Limits of Coaching and Empathy
Don’t get me wrong – good leadership involves coaching and empathy. But they’re not magic wands that can turn every struggling employee into a superstar. When there’s a fundamental mismatch in skills, work ethic, or cultural fit, even the most supportive boss can only do so much. You know… those situations where only a parent could tolerate such behavior, simply because they don’t have a choice.
4. Employee Accountability: The Missing Piece of the Puzzle
We often talk about what companies and managers owe their employees. But what about the flip side? Employees have a responsibility to:
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When the only person you didn’t complain to is your boss, why would you say the boss is the reason you’re leaving? Shouldn’t it be your unsupportive colleagues who ignore your requests or constantly suggest you find a better-suited job?
I once had to let a good staff member go because he had so much potential that keeping him in his current role would have been a waste of talent. Being surrounded by mediocrity wouldn’t help him grow, so off he went to seek better opportunities.
5. The Role of Company Culture and Systems
While we’re challenging the “bad boss” narrative, it’s important to recognize that company-wide factors play a huge role in retention:
As much as a boss treats their KPI setting and review session as a serious matter, sometimes the company just are not built to take the input from bosses and translate it into compensation. That's the Bell Curve fault.
6. The Power of Honest Feedback Loops
Creating an environment where both managers and employees can give and receive constructive feedback is crucial. This two-way street of communication can prevent small issues from snowballing into resignation-worthy problems.
Right after secondary school, I spent a few years in a hardcore sales job, where I learned to appreciate some of the wisdom imparted by sales leaders much later in my career. One lesson that has stuck with me is this: When you’re down, don’t talk to your peers – you’ll drag them down with you. Talk to your superiors; they can pull you up.
The Takeaway
While bad bosses certainly exist and can drive good employees away, the “people leave bosses, not companies” adage oversimplifies a complex issue. By taking a more holistic view of employee turnover – considering the hiring process, individual accountability, company culture, and broader workplace trends – we can develop more effective strategies for building stable, satisfied teams.
Remember, a great workplace is a collaborative effort. It requires engaged employees, supportive leadership, and organizational systems that foster growth and satisfaction. Let’s move beyond catchy phrases and dig into the real work of creating environments where people want to stay – staff, bosses, companies, and all.