The real reason people leave companies
People often join companies for their vision and perks—the promises of changing the world and thriving in an innovative environment. But people don't leave companies; they leave cultures and managers.
A company's vision is a distant beacon, but the day-to-day experience is shaped by the team and the manager. Culture and conflict management determine whether someone feels engaged or alienated. If the culture rewards relentless grind despite claims of work-life balance, the message is clear: burn out or get out.
The manager's role is crucial. A good manager can shield you from a toxic culture, while a bad one can make even the best workplace unbearable. Professionals often leave not because they doubt the product, but because they lose faith in their leaders. Micromanagement and lack of trust can unravel a team's morale faster than any failed project.
Culture is a silent yet powerful force. Companies may promote innovation but punish risk-taking, or preach inclusivity while rewarding conformity. This dissonance between stated values and everyday realities can be disheartening. When people feel they can't trust the culture or their manager, they start looking for the door.
The solution is alignment. Leaders must ensure that the company's values are lived, not just preached. Managers should be trained in empathy, communication, and support, embodying the culture rather than being exceptions to it. They need to be champions of the culture, making sure it resonates through every interaction and decision.
Ultimately, retaining your best people means creating a supportive culture and ensuring managers align with the company's values. People leave when they feel undervalued, unsupported, or misaligned with the culture. Fix this, and you'll see loyalty and commitment flourish.