Leaving in Silence: The Truth About Why Employees Part Ways with Their Managers - And How to Change It
- Writing by Vicky Roberts
- Approx - 3 Mins
Secrets behind employee departures: Reasons employees choose to leave their jobs, often without voicing them directly to their managers. - Secrets Hidden From Superiors: The Real Reasons Employees Choose to Depart
Ah, Mr. Conrad, you claim employees often hide what truly pushes them to leave their posts under a boss's judgment. Does this revelation stem from personal experience or research? I've encountered numerous managers blindsided by an employee's resignation. They just can't fathom what's eating away at their team members. But it's usually because employees don't feel appreciated or regarded with due importance. Although it sounds simple, managers often become overconfident about their communication skills.
So, a despair for attention's sake? To keep things simple, that's one angle. But the root issue lies deeper: our innate human needs, especially the need for job security. Unless an employee feels secure within the work environment, they won't be open to expressing vulnerabilities or expressing doubts. Particularly in hybrid or remote teams where authentic interactions are rare, individuals can quickly feel neglected.
Why is it such a challenge for many to openly discuss their concerns with their superior - to the point where they'd rather walk away than voice their issues? The primary reason is the fear of being put at a disadvantage if they express feelings of being undervalued. Another factor might be uncertainty about their performance and apprehension about criticizing. An appalling 45% of employees who quit in Germany do so due to a lack of recognition from their direct supervisor, a fact that hardly takes a backseat. This issue isn't just a mere annoyance, but it also costs organizations financially.
If employees shy away from talking about appreciation, what do they bring up when leaving? They offhandedly cite that the environment didn't fit or that goals weren't clearly laid out. Such vague explanations provide little guidance for managers to learn from. So, I'd prefer to question specifically: What did you miss? What would have been necessary for you to be more content within the team? What fundamental need was unfulfilled? It would be ideal if such heart-to-heart talks took place before it was too late.
How can leaders motivate their team members to air their grievances? First, leaders must establish a protective environment where everyone feels at ease. Lowering the threshold for articulating doubts and complaints is critical. This is primarily executed through active listening. Employees need to feel heard, and trust is a beautiful byproduct. This, in turn, increases the willingness to exchange frank feedback. For managers, focusing on areas of potential growth and responsibilities seems advisable. Instead of doling out praises that may lead to dependency, genuinely inquire about their projects, and ask questions about their thought processes or methods.
Am I, as a leader, able to determine if my communication has reached my employee? Communication is a tricky affair; it's easy to believe that one has conveyed one's message immaculately, whereas, in reality, the intended message may fall flat. A helpful tip is to simply inquire: Can you summarize your understanding? What did you gather from the conversation? This approach allows for quick clarification of misunderstandings.
Second tip? Self-reflection. Analyzing what you say, whether it's too technical or too simplistic, can help determine whether it's being interpreted as planned. Changing perspectives and viewing your employee as a valued client can help you understand their needs better. You don't just want them to be content; instead, you strive for their enthusiasm and exceptional experience. This predominantly falls on your shoulders.
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- Employees
- Leaders
- Termination
- In many cases, employees choose to leave their jobs due to a lack of appreciation or recognition from their superiors, as discussed in Vicky Roberts' article 'Leaving in Silence.'
- To identify and address underlying issues that lead to employee turnover, leaders must foster an environment where open communication and feedback are encouraged.
- Encouraging career development opportunities, such as vocational training, education-and-self-development, and leadership training, can help employees feel more valued and engaged in their work.
- A positive and supportive workplace culture, prioritizing health-and-wellness, workplace-wellness, and finance, can also help retain employees and foster loyalty.
