People leave their jobs on their own for two primary reasons, their Culture & Opportunity. I’m not referring to when people are let go, but when they choose to leave. The most common reason that people leave their job for another position is due to their boss lacking the ability to inspire, lead or develop them in a way that is satisfying their need to belong and make an impact. You may well come up with several other reasons, but they all boil down to leadership failure. Even when people leave a company for a better opportunity with another company, ultimately, the person’s boss failed to give them the chance to advance their skills and expand their horizon. Sometimes, it isn’t possible due to a variety of logistical reasons, which is why I didn’t say that there is only ONE reason people leave a company.
In a recent VP of Sales search for a $250mm division of a larger company, the final candidate listened to my initial presentation on the opportunity because something inside of him was yearning to be appreciated by his CEO. He felt under-appreciated and thus disrespected by his CEO. This is what led him to allow me to convince him to have an “exploratory conversation” with my client, the President. It was in that call that the President laid out her vision for the company and her philosophy of leadership. When they finished the call, the “bait was set.” Even still, the candidate was not convinced that this was either the right time or the right fit . After our debrief call, he graciously bowed out of contention for the position. Although the opportunity was bigger and the role more impressive than the one he currently held, he felt that he had more to do where he was and thought it better to stay and finish what he set out to do five years ago. Clearly, in his case, the reason to change was not for the “better opportunity” with my client, though it arguably was better.
In his case, he decided that he had more to accomplish in his current role. During the debrief call, he suggested that my client should continue to pursue other candidates and then if they felt that he was the best of the best, perhaps they should speak again. What he didn’t know was that my client had their heart set on him and only him. At this point, I agreed with him that he should stay the course and finish whatever is was that he felt needed to be completed. In speaking with my client, however, I explained to her his thoughts and the President still wanted him, probably more so at this point. I told her that in order to get him, she would have to perform in a manner that her company was not accustomed to. Being a billion dollar company with thousands of employees, they have policies and procedures that would get in the way of hiring him. They would have to move very decisively and have an offer within a few weeks or they would have ZERO chance of hiring him. I also explained that she would need to pursue him and show him that she wanted him more than his company did. She accepted this challenge and to her credit, she accomplished it. Now it was up to me to reel him back in and do so on the “culture side.” Knowing that the bigger opportunity would not be his driver, I tried to learn about his relationship with his boss and found that things weren’t perfect with his CEO. I learned that there were promises made that were not kept. I also found out that the integrity of the leadership was questionable. This was then the focus of all my discussions with the candidate.
Even in situations like this,people can be comfortable and complacent. Just because the leadership and culture isn’t positive, doesn’t mean that people will always be looking elsewhere. Perhaps it is the idea of “the devil you know, versus the devil you don’t.” But it does make the company very vulnerable to a Search Consultant with an equally impressive opportunity. In this case, my client pulled of a respectable feat by cutting through the typical HR rigmarole and executed the offer in record time, even cutting out a standard site visit with a full battery of interviews. This was exceptional on multiple levels. What wasn’t exceptional is that the candidate who was given the offer, accepted and resigned 48 hours later did so, ultimately, because of his boss.
There is a perfect example that people resign their jobs for two basic reasons, bad bosses or better opportunities. In some cases, both.