Listen Boss – I quit because of you!

Gyanendra Kumar Kashyap

Contrary to popular imagination that employees leave jobs for money; the truth is ‘people don’t leave jobs – they leave managers!’

Employee turnover is not a new phenomenon; they join an organization, quit and then move on to the next. Managers readily accept turnover as ‘a cost of doing business’.  Perhaps, they may not be entirely wrong; however it does make sense to figure out as to whether employees quit because they are disgusted with the entire company or is there more to it than meets the eye? According to Saratoga Institute Survey, 89 percent of managers say they believe that employees leave for more money. While this may be the managers’ perception, Saratoga’s research supports the many other surveys that categorically state that money is not the driving force causing employees to quit their present employment. The manager’s perception is primarily due to the results of ‘exit interviews’ wherein the outgoing employees generally offer - better pay package and opportunities, as reasons for their quitting the job. This is because the employees do not want to burn bridges with their existing managers (for perhaps they need their reference or recommendation). What is all the more interesting is that very rarely do managers’/leaders look in the mirror and face the real reason why their best and brightest employees choose to leave. The author duo, Marcus Buckingham and Curt Coffman in their book, ‘First Break All the Rules: What the Worlds’ Greatest Managers Do Differently’, write that that people don’t leave jobs, they leave managers. If employees don’t get along with their managers, don’t like them or don’t respect them, they will leave a company despite a high salary or great benefits. Leigh Branham, in his book, ‘The 7 Hidden Reasons Employees Leave’ states that one of the top reasons employees cite when leaving a job is either disagreement with or disapproval of their immediate supervisor. Back home, a survey by industry body ASSOCHAM, ‘Employee-Boss Relationship’ October 2012, has some startling numbers. Around 62 percent of the respondents said that they have an abusive boss, such as humiliating and insulting employees or isolating them from co-workers. This perhaps explains as to why nearly 69 percent of employees who quit their jobs complained about indifferent attitude of their bosses or immediate supervisors.

True, that employee discontent, disengagement and final exit does not occur overnight – perhaps it takes weeks / months and in a few cases may be even years; therefore it does make sense for leaders /bosses / immediate supervisors to look beyond the obvious and get rid of what psychologists refer to as ‘motivated blindness’. They need to accept that one of the critical reasons as to why employees quit may be linked to their own behavior. DDI’s, ‘Lessons for Leaders from the People Who Matter’ a trend research on how employees around the world view their leaders, offers valuable insight and learnings for bosses/ leaders / immediate supervisors. The research report states that one in three respondents (34 percent) don’t consider their managers to be effective at their job; 37 percent said that their leaders are able to motivate them only sometimes or never; 35 percent respondents stated that their leaders would sometimes or never, listen to their work related concerns. Only 56 percent of employees reported that their current leaders help them be more productive. Add to this, as per the report 39 percent surveyed said that they left a job primarily because of their leader while 55 percent said they have considered leaving job because of their leader. These  stand contrary to what leaders feel about themselves; a 2010 front-line study, “Findings the First Rung” by DDI, reveals that a vast majority 87 percent leaders rated their own leadership skills as good or excellent. The leadership effectiveness is ultimately determined by those who are led; the discontent between what the leaders and the those who are led feel, is reflective of wherein the problem lies and what corrective measures can be initiated.

There is no doubt that bosses / immediate supervisors who don’t create the right opportunities for their employees, don’t communicate with them, and don’t appreciate them often find themselves dealing with a high turnover rate. So what are the qualities of a good manager which may help them retain their employees? The ASSOCHAM survey offers a few - approachable (83 percent), a good communicator (82 percent), supportive (81 percent), a good leader (80 percent) and someone who respects their staff as individuals (76 percent).

Lessons for bosses / immediate supervisors, if they want to retain their people: you should neither be intimidating, nor aloof, nor be unable to hold confidences nor you should you break the ‘psychological contract’. A good manager, it is said – no matter the salary, inspires loyalty. So my dear manager/boss/leader/immediate supervisor (as you may like to be called): I didn't quit my job for money … I quit because of YOU!