As a career strategist, I‘ve worked with ambitious and responsible performers for the past 15 years. I meet them when they’re starting to ponder what’s next. They’re typically contemplating whether to stay or leave their current employment. And while everyone’s circumstances are unique, I’ve noticed that there are some commonalities that make the most talented employees leave again and again.
If you’re an employer and wondering why your best employees are leaving, here are some possible reasons why:
Reason #1: the quality of relationships with their line managers
The line manager has a crucial role in determining an employee’s workplace experience. Employees who stay often do so because of the great support and good relationship they have with their line manager. Your best employees will often leave because they don’t feel appreciated and can’t see any prospects for further development within the company.
As one marketing manager put it, “I joined this company full of enthusiasm, ready to contribute and grow. But it feels like I hit a wall. My line manager barely acknowledges my ideas, let alone my presence. It’s disheartening.”
This was a common theme—many expressed their frustration about feeling unsupported, misunderstood, and not trusted enough.
When managers believe in the capabilities and potential of their employees, those employees are more likely to excel. That’s because people will rise, or fall, to the level where their superiors believe them to be capable. This concept is based on the psychological principle known as the Pygmalion effect.
A company may invest in costly strategies to retain top talent. However, whether that talent chooses to stay or leave often hinges on their relationship with one person who significantly impacts their experience at work.
Reason #2: they can’t be open (and vulnerable)
“When I realized that I was burned out, I tried to hold on until the last moment; but finally, I shared it with my boss,” said a senior manager who experienced severe burnout after five years of delivering great results. “What I heard in return was, ‘So maybe you’re not cut out for this role.’” Later, he left the company not only because of that conversation, but I believe it played a significant role.
Psychological safety at work means that employees feel safe to express themselves without worrying about getting in trouble. It’s a concept popularized by Amy Edmondson, an American scholar of leadership, who defines it as a climate in which individuals are comfortable being themselves and taking interpersonal risks.
When your people feel safe, they’re more willing to take risks and try new things, even if there’s a chance they might mess up. Without that feeling of safety, employees might stick to what they know, never expanding their skills or trying anything new because they’re afraid of failure. You need to foster a culture in which everyone is okay with being a work-in-progress, or your best employees will leave.
Reason #3: they can’t work the way they want to
Your best employees will also leave if they’re constantly being told how to do their work, given very little autonomy, and experiencing micromanagement on a regular basis.
Letting your people craft their own way of working means letting them choose how to do their tasks in a way that matches their strengths and interests. It’s like saying, “I believe in you to find the best way,” and then giving them the space to do their thing.
This isn’t just about making them happier (though it does that), it’s also about getting better results. When employees can add their personal touch to their work, they’re more involved, creative, and successful. When people craft their job, they get the opportunity to explore their full potential and experiment with new roles.
I’ve seen lots of cases where people found greater happiness by “reinventing” their work. For instance, there was a sales executive who felt that her role lacked creativity and didn’t fully utilize her strengths in building relationships with clients. In many cases, her only option was to change the role or the company; but with the support of her manager, she implemented a more personalized approach to client interactions. It worked out well—she felt more satisfied with her work, and her clients were happier too.
Then there’s the software engineer who was on the verge of updating his CV but decided to take the initiative at his current company. He proposed a new system for project management that emphasized cross-functional teamwork and regular feedback sessions. By taking the lead and working more closely with others, he felt better about his job, and his projects went more smoothly.
Prevent your best employees from leaving
If you’re a manager or are in a leadership role, remember that care of your team begins with taking care of yourself. It sets off a ripple effect—when leaders are burned out, it becomes challenging to create a supportive environment. It’s tough to nurture psychological safety and encourage vulnerability. This, in turn, impacts your ability to provide employees with the freedom to shape their roles so they can be their most fulfilled (and productive) selves.
You don’t need to constantly lose your best talent. By avoiding these three mistakes, you’re creating a workplace that benefits both your organization and your employees. Who doesn’t want that?
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Elena Rezanova is a career strategist.
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