Is Attrition All About Bad Managers? 5 Experts Say It’s More Complex
Work smarter, not harder.
There’s no “I” in “Team.”
People don’t leave jobs. They leave managers.
By now, most talent professionals have heard these stock phrases so many times they’re practically background music.
Yes, you know what it takes to make a great team. You certainly know what it means to do more with less. And the wisdom about managers? Well, everyone knows that’s true. Who wouldn’t want to leave a job with a horrible boss?
But sometimes it’s worth examining these timeworn phrases more closely to unpack just how much wisdom — or lack thereof — they contain. So in the spirit of this examination, we asked five talent leaders the following question: There’s an expression in the talent world that “People don’t leave jobs. They leave managers.” What are the qualities of managers that inspire people to stay?
Below you’ll find their thoughtful, and even surprising, answers:
Stacey Gordon: The best managers truly value their team members
“I almost feel like this is a trick question,” says Stacey Gordon, executive advisor at Rework Work, “because we are all well aware that our actions, our behavior, and the way that we treat people has a direct impact on whether they stay. Or, at least, we should be. More than 50% of employees say they have quit a job due to a bad manager — bad meaning they create unnecessary work and cause them stress.
“With my clients, I see that the managers who truly value their team members have increased retention. Knowing a person’s strengths and weaknesses, understanding their competencies, and appreciating their contributions only happens when a manager invests in their growth, demonstrates empathy, and cultivates psychological safety.
“These are all soft skills that a good manager cannot lead without. Unfortunately, there is a level of emotional intelligence that is often overlooked. As a manager, taking the time to develop your skills in these areas will directly affect your ability to lead effectively, while reducing the number of times you have to fill a vacated position.”
Stacy Zapar: They share one trait that makes people want to stay
“The best managers I’ve worked for over the years,” says Stacy Donovan Zapar, founder of The Talent Agency, “all shared a common trait: They were quick to take responsibility when things went wrong and slow to take credit when things went right.
“That kind of leadership built trust and made us feel safe trying new things and taking risks. These managers not only recognized the efforts and achievements of team members, they made sure other leaders noticed them too! Knowing our hard work would be acknowledged and appreciated motivated us all to do our best work and created a team culture that was more collaborative than competitive.
“Working for a manager who has your back, is invested in your career success, and creates a positive team environment? That builds loyalty and makes staying an easy choice!”
Tim Sackett: It’s a myth that people leave jobs because of bad managers
“First, I reject the statement, ‘People don’t leave jobs. They leave managers,’” says Tim Sackett, president of HRU Technical Resources. “This is the biggest lie we’ve sold to leaders in the past three decades. It’s based on flawed research that basically said, if everything was equal (pay, benefits, work location, etc.), why would you leave your job? Oh, in that case, yeah, bad boss!
“In reality, people work for bad bosses all the time and don’t leave because they love their pay or benefits or work location or coworkers, etc. But, as we know, it’s never equal. Employees don’t make retention decisions in a vacuum.
“If all things were actually equal and my staying was utterly dependent on my manager, why would I stay working for that manager?
“Hmmm . . .
- They cared about my career aspirations and helped me achieve them.
- They cared about my high performance and helped me achieve it consistently.
- They cared about me as a human and worked to build a lasting relationship with me.
- They let me fail just enough to help me learn but not so much that it hurt me professionally.
- They spoke my name in rooms when I wasn’t there in a positive way.
“That would be a fantastic manager to work for.”
Hung Lee: The best managers handle conflict well and help teams work through it
“An underestimated aspect of great people management,” says Hung Lee, curator of the Recruiting Brainfood newsletter, “is the ability and willingness to handle conflict. The best managers are not conflict avoidant but recognize tension in the team as an opportunity to resolve issues early before they become destructive to objectives.
“Being able to fairly resolve difficult disagreements elevates someone from being administrative manager to being an active leader. Doing this consistently builds trust, engenders loyalty, and strengthens team bonds, even amongst those who were having the disagreement.
“Conflict management skills from the leader play a huge role in retention.”
J.T. O’Donnell: Blaming departures on managers oversimplifies a more complex issue
“‘People don’t leave jobs; they leave managers.’ I hear this all the time,” says J.T. O’Donnell, founder and CEO of Work It Daily, “and while it holds some truth, it oversimplifies a much more complex issue.
“Yes, poor management is often a significant factor in employee turnover. A manager who doesn’t provide clear direction, recognition, or support can create a toxic environment, leading people to seek greener pastures. However, it’s rarely the only reason people leave.
“In my 20-plus years as a career coach, I’ve found that people often leave jobs because of misaligned expectations, stagnant growth opportunities, or a lack of purpose. Even with a great manager, if the role no longer aligns with someone’s values, skills, or long-term goals, they’ll eventually move on.
“That said, managers do play a pivotal role in retention. A great manager fosters trust, advocates for employees, and creates pathways for development. But even the best manager can’t fix a bad company culture or a role that doesn’t fit.
“The key takeaway? Don’t oversimplify your career decisions — or assume your manager is the only variable. Take time to reflect on what truly matters to you in your career. And if you are a manager, remember: Your leadership can make or break someone’s experience — but it’s not the whole story.”
