To Stay or Not to Stay

“I want more. Not money, but I don’t feel this role anymore.”

I sat across from Sheila last month in the boardroom. She had tendered her resignation a week earlier, and it caught everyone off guard. She had only been with us for a year, but in that short time, she had earned the admiration of her colleagues. Just that morning, her manager had even mentioned that she considering her as a succession plan for the HOD role.

So I asked her, “Why are you leaving?”

Her response was simple—she wanted more. Not money, not a title, just more. She went ahead to elaborate further and here’s what stood out from our 2 hour chat:

?? She had mastered all the roles in her department and could step in for anyone.

?? She felt her manager was holding back on delegating tasks she actually enjoyed—probably out of fear.

?? She had voiced her need for growth, but instead of being given strategic opportunities, she was handed someone else’s workload.

?? She felt the department’s ways of working were outdated and not keeping up with industry trends.

?? She loved the company and the culture but felt unfulfilled in her role. She had to prioritize her growth.

She had come across an opportunity in a forward-thinking company that excited her, and she was taking it. And guess what? She was taking a pay cut for the role as her priority was her growth. Now, I’m not a fan of counteroffers, and to be honest, she had already made up her mind. But that conversation left me thinking—what could we do differently for the people still here? I realized that we needed to work with Line Managers to;

?? ?Create real growth opportunities – Not just promotions, but exposure to meaningful projects, strategic tasks, and skill-building experiences.

?? ?Delegate with intention – If someone is eager to take on more, don’t hold them back. Fear of "losing control" or "what happens if they outshine me" is a leadership weakness, not a strategy.

?? ?Keep up with industry trends – Employees don’t want to work in outdated systems. If they see the industry moving forward while their department stays stagnant, they’ll look elsewhere.

?? ??Have open, actionable career conversations – Many times, employees do speak up about their ambitions, but the response is either vague encouragement or additional admin work. Instead, leaders should ask:

What excites you?

What do you want to learn next?

How can we make that happen here?

???Not to wait for the resignation letter – By the time someone resigns, they’ve already emotionally checked out. If we only react when someone is walking out the door, we’re too late. ?

Later while having a discussion with her manager, at some point she made a remark, “She can afford to make such risky moves because she lives with her parents.” But is that really it?

I expressed that the younger workforce today sees things differently. They’re not just chasing salaries, they want purpose, growth, and impact. They’re taught problem-solving, creativity, and adaptability from an early age. These skills empower them to seek fulfillment rather than just stability. They’re bold, adaptable, and not afraid to leave when something no longer serves them. Unlike before, where success followed a set path (education → job → stability), today’s talent has options. And they know it.

So, are our workplaces evolving fast enough to keep up?

Jane Mutisya, Walemba Jay ????????, CHRP (K) Daniel Ipael- MIHRM, ESTHER KATIBA????, CHRP Ann Wamonje, Nelson Ogudha, People Analytics Leader, Dorcas Njuguna, Caroline Jane Macharia (CHRP-K), Eve Mutio, Angela Mwenderani (MIHRM), Anna Ngwiri, Daisy Cheruiyot (MIHRM), Lynette Muema, CHRP-K, Julianah Kitaka, Mercy Makau (AMIHRM), Doreen Omukenya, CHRP(K), DOREEN ANYANGO, Keith Anami, Nelly Kerubo