Is it even true that people leave managers?
As someone who has worked in various industries, I have to say that I completely disagree with this idea. In fact, I have personally experienced situations where I loved the company, but left because of a horrible boss.
I once worked for a small startup that had a fantastic mission and a great team of people. However, my direct manager was a micromanager who consistently belittled me in front of my colleagues. I tried to talk to them about it and express how their behavior made me feel, but they always brushed it off and told me to just do my job. Eventually, it became too much for me to handle and I decided to leave the company. I loved the work I was doing and the people I was working with, but the toxic work environment that my boss had created made it impossible for me to stay.
On the other hand, I’ve also had bosses who were incredibly supportive and made my work experience enjoyable. I once worked for a manager who trusted me to do my job and gave me the freedom to make decisions. They were always available to answer any questions I had and were supportive when I made mistakes. Working for them was a pleasure, and I would have never considered leaving the company as long as they were my boss.
I think the idea that people leave bosses rather than companies is just lazy thinking. It’s much easier for companies to blame the manager for turnover rather than addressing systemic issues within the organization. In my experience, it’s a combination of both – a great boss can make up for a lot of deficiencies in the company, but a terrible boss can ruin even the best workplace.
Testing the claim with Culture Amp data
It’s always a good idea to test claims with data. In this case, we can look at data from Culture Amp, an employee feedback and analytics platform that gathers data from millions of employees across various industries.
Culture Amp’s data shows that while a bad manager can certainly be a factor in an employee’s decision to leave, it’s not the only one. In fact, their research shows that the top reason for employee turnover is lack of career growth opportunities, followed by compensation and benefits, and then work-life balance.
Additionally, Culture Amp found that employees who have a positive relationship with their manager are more likely to stay with the company, but a negative relationship with their manager isn’t the only reason why someone might leave. In summary, while a bad boss can be a contributing factor to employee turnover, it’s not the sole reason why people leave companies. It’s important for companies to address larger organizational issues and provide growth opportunities, fair compensation, and a healthy work-life balance in order to retain employees.
What does this mean for organizations?
For years, many organizations have been fixated on the idea that employees leave their jobs because of bad managers. This oversimplified belief has led many organizations to focus solely on improving the performance of their managers in order to retain their employees. However, in my experience, this “leaving managers” myth is just that – a myth.
The truth is, while poor management can certainly contribute to an employee’s decision to leave, it is rarely the sole factor. I have personally witnessed employees leaving organizations for a variety of reasons, including a lack of growth opportunities, poor compensation packages, toxic work environments, and a misalignment of personal values with the company’s mission and values. In fact, in a survey conducted by LinkedIn in 2018, it was found that the top three reasons employees left their jobs were for better career opportunities, higher pay, and a lack of opportunities for growth. Poor management ranked as the fourth most common reason for leaving.
So why do so many organizations cling to the “leaving managers” myth? Perhaps it is because it is easier to blame a single factor, such as bad management, rather than take a hard look at the larger organizational issues that may be driving employees away. In my experience, the most successful organizations are those that recognize that employee retention is a multifaceted issue and take a comprehensive approach to addressing it. This may include investing in employee development programs, offering more competitive compensation packages, and creating a positive and supportive workplace culture.
Here’s what organizations need to know about keeping good people:
1. Management matters, but leadership matters more
In the business world, management and leadership are often used interchangeably, but they are not the same thing. While management focuses on the day-to-day operations of a business, leadership is about guiding and inspiring people to achieve a shared vision. In my experience, while both management and leadership are important, leadership matters more. Effective leadership is essential for any organization that wants to grow and succeed in a competitive, ever-changing business landscape. Leaders set the tone for the entire organization, which means that their behavior, values, and vision have a direct impact on the employees and the overall success of the company.
Good leaders inspire their employees to work harder, be more productive, and think creatively. They create a positive work environment where employees feel valued and supported, and they set clear expectations for performance and growth. In short, they create a culture of excellence that drives success. On the other hand, poor leadership can be detrimental to an organization. When leaders do not set clear goals or values, employees can become disengaged and unmotivated. Additionally, bad leaders can create a toxic work environment that stifles creativity, innovation, and collaboration. In turn, this can lead to high turnover rates and lack of productivity, ultimately harming the organization.
While management is certainly important for the day-to-day operations of a business, it is not enough to drive long-term success. Organizations need leaders who can inspire and guide their employees towards a shared vision. Effective leaders create a culture of excellence that attracts and retains talent, and fosters innovation and growth for the organization as a whole.
2. People blame managers when they should be blaming the system
It is often said that the success of an organization lies in the hands of its managers. From hiring the right employees to setting the strategy, managers are expected to make the right decisions that will lead to a profitable and thriving business. However, when things go wrong, the blame is often placed on the managers, and they are expected to take the fall. But is this really fair? Should managers take all the blame when things go wrong? The truth is, the blame often lies with the system, not the managers.
One of the biggest issues with the workplace is the culture of blame. When something goes wrong, the first instinct is to find someone to blame. This creates a toxic environment where people are afraid to take risks or make mistakes, leading to a lack of innovation and growth. It’s important to realize that mistakes are a natural part of business and should be used as opportunities for learning and growth.
Another issue is the lack of support for managers. Many managers are expected to do the impossible with limited resources, outdated technology, and unrealistic deadlines. They are often overworked and underpaid, leading to burnout and high turnover rates. Organizations need to invest in their managers by providing them with the resources and support they need to succeed. Furthermore, the system itself can be flawed. From top-down management styles to outdated policies, the system can hinder the productivity and success of the organization. It’s important for organizations to re-evaluate their systems and make necessary changes to create a more efficient and effective workplace.
What does your data say about your retention?
As a former employee who left a company due to lack of growth opportunities and poor management, I can attest to the importance of addressing retention issues in the workplace. When I started my job, I was excited to learn and grow in my role. However, as time went on, I realized that there were no meaningful opportunities for me to develop my skills and knowledge. I felt like I was stagnant and not progressing in my career.
Additionally, the managers in my department were not supportive or interested in helping their team members succeed. There was no feedback or recognition for good work, and communication was lacking. This led to a toxic work environment that made me dread coming to work each day.
In hindsight, I wish that the organization had taken the time to evaluate their retention issues and address them proactively. They could have provided more opportunities for learning and development, such as training programs or mentorship opportunities. They could have also invested in training their managers to be better leaders and communicators.
As a result of my negative experience, I left the company and found a new job that offered growth opportunities and a supportive work environment. I have since thrived in my new role and have been able to develop my skills and knowledge in ways that I never thought were possible.