Why High-Performing Teams Stay—and Why They Leave

There’s a familiar cycle in many organizations: talented people join, contribute, then move on. Leaders scramble to retain them, often using the same old strategies—better pay, perks, wellness programs—yet the attrition continues. The truth is, people don’t just leave for more money or a more prestigious title. They often leave because they don’t see a future worth staying for.

As an executive coach working with high-performance teams, I’ve seen that the teams that thrive—and stay together—are the ones where people experience meaningful work, trust and respect, and real opportunities for growth. It’s not about retention tactics; it’s about creating an environment where people choose to stay because they’re making the progress they want in their careers and lives.

The Four Quests for Progress

Recent research by Bersntein, Horn and Moesta (HBR 2024) suggests that employees leave not simply because of dissatisfaction, but because they are on a quest for progress. If leaders want to build high-performance teams that endure, therefore, they must understand these four key drivers:

1. The "Get Out" Quest

Some people leave because they feel stuck or drained. Maybe they’re trapped in a toxic culture, or they feel micromanaged, overworked, or undervalued. High-performance teams only stay high-performing when people feel they can fully contribute without constantly battling obstacles. If talented team members are disengaging or leaving, it’s worth asking: What’s pushing them away?

2. The "Regain Control" Quest

Some people aren’t desperate to leave, but they crave more autonomy over their work and career. They want flexibility, a say in how they work, and clear pathways for growth. When high performers feel they’re at the mercy of a rigid system or that their career is progressing too slowly, they start looking elsewhere. Great leaders recognize this and work with their teams to shape roles that allow for meaningful agency.

3. The "Regain Alignment" Quest

Sometimes, people leave because they feel out of sync with their work. Maybe they’re not using their strengths, or their values don’t align with the team anymore. High-performance teams flourish when individuals feel that their skills, contributions, and aspirations are recognized and valued. This requires leaders to regularly check in with their people—not just on performance, but on whether their roles still excite and challenge them.

4. The "Next Step" Quest

Not all departures are bad. Some people leave because they’re ready for more responsibility or a new challenge. The best leaders help their team members prepare for their next steps, even if it means moving on. Ironically, when leaders actively support career progression—inside or outside the organization—people are often more likely to stay longer, knowing they won’t have to leave just to grow.

Keeping High-Performance Teams Together

So, what can leaders do to create an environment where high performers want to stay? Here are three practical strategies:

1. Have Real Career Conversations Early and Often

Exit interviews come too late. Instead, leaders should engage their teams in conversations about what motivates them, what might cause them to leave, and how their roles can evolve. The best leaders are those who help their team members achieve their career goals—before they start looking elsewhere. This should be a standing agenda item on one-to-one meetings.

2. Design Roles for Growth, Not Just Efficiency

Too often, job descriptions are static lists of responsibilities rather than evolving opportunities. High performers want roles that grow with them. Leaders should work with their teams to craft roles that align with both organizational needs and personal aspirations. This means rethinking rigid structures and embracing flexibility in career development.

3. Create an Environment of Trust and Recognition

People stay where they feel valued, respected, and trusted. High-performance teams thrive in cultures where contributions are recognized, individuals are trusted with meaningful work, and there is psychological safety to experiment and innovate. Leaders who foster these conditions will find their teams are not just productive, but also deeply committed. In a sense, leaders need to ensure that the grass is greener on their side of the fence!

The Bottom Line

Retention isn’t about convincing people to stay—it’s about creating an environment where they don’t want to leave. High-performance teams aren’t held together by perks or policies; they stay intact when leaders actively support their team members’ progress. The question leaders should ask isn’t "How do we stop people from leaving?" but rather "How do we help them grow—and make sure that growth happens here?"