We’ve all had days (or weeks) when we were truly dissatisfied with the job. Maybe today is one of them.
It might be a momentary I’m done here! reaction to a frustrating task. Or maybe the result of one too many late nights trying to hit a deadline. Or possibly even the result of a neighborhood get-together where the conversation turned to the pros and cons of everyone’s jobs and somehow the cons of your job far outnumbered the pros. This wave of emotion typically passes soon after the immediate issue is resolved.
This chapter is about the deeper waves, the recurring waves of dissatisfaction, the waves that drive careful and serious thought about leaving. And not just leaving a team or a function but leaving the organization entirely. Relocation, by our definition, means voluntarily walking out the door.
A time comes in all careers when the writing is on the wall. It’s time to move on.
When it’s clear that relocation is a good fit in the pattern, is the job done? No! There’s still important work to be done when someone is thinking about leaving. The objective is not to talk anyone out of the decision. It might be the right time and the right place for them to make just such a move. Instead, the aim is to make sure the person has chosen the relocation experience objectively, considering all the implications of moving on.
The approach depends on what caused relocation to show up in the pattern to begin with. Here are three reasons we see most often.
I’m Not Growing Here!
When there’s eagerness to learn and a desire to grow but support is lacking, it’s tempting to look elsewhere. Here are a few things to do:
• Have a candid conversation about what type of growth would be the most desirable.
• Examine options for learning that are available inside the organization.
• Talk about what support is needed but missing.
• If what’s missing is actually available inside the organization, talk about how one of the other five experiences—enrichment, exploratory, lateral, vertical, or realignment—might be examined before stepping outside.
Out Is Not the Only Way
Sometimes it certainly looks like there is no other choice than to leave. But we urge you to think again. In the retention research that Bev conducted for a previous book, she interviewed individuals who moved to other companies, and asked why they really left. Most of the people interviewed said they could not have the career they wanted in their current organization. Bev probed further. She asked for the specific opportunity each person wanted. They were always very specific. Then she went back to the original organization and shared with the manager (who had lost the talented person) the specifics of what was wanted. Each time, the manager said, “Why didn’t she/he tell me? I could have made that work.” What a shame. The sad thing is, all that was needed was a conversation. These conversations can be initiated by the individual or by the manager. The loss is doubled when no one thinks to pursue the real career question.
The fact is that some growth opportunities may not be available inside the organization. When that is the case, be open and honest about it—and support the relocation experience through further discussion and planning.
My Best Friend Just Called
Among Gallup’s twelve traits of highly productive work groups was one item that raised eyebrows. Item 10 on the list was I have a best friend at work. Skeptics questioned whether the “friend” element was really that important. On further examination, though, the finding held up. Loyalty to friends, specifically a best friend, made a difference in retention, productivity, customer metrics, and profitability. So, when friends leave—and call to say they really like their new organization . . . Well, you can see where this is leading.
The answer is not to drop a friend or to change your phone number (although that might be tempting). Instead, talk about:
• opportunities—how do the opportunities in a new organization compare with what exists here?
• connections—what will it take to rebuild a network of connections in another organization?
• influence—how long will it take to establish credibility and have influence in a new place?
• compensation, benefits, and extras—how do the new organization’s money, benefits, and vacation really compare?
Listen to the answers. Decisions to leave can be risky but also rewarding. It’s important to get a clear picture of the risk and reward of the choice.
It’s Time! My Next Chapter Is Elsewhere
When it is time to go, a smooth exit is the goal. It’s not always easy. The departure of solid performers can be painful for everyone involved. Think carefully about three factors that can help you to handle the exit in the best way possible.
1. THE KEY COULD BE UNDER THE MAT.
Organizations are increasingly open to returning talent (also known as the boomerang theory). There is growing recognition that the expertise and perspectives gained from an outside experience can prove valuable when a former employee steps back through the door. If the organization is open to returns, knowing the door is open may be just the invitation that’s needed. We encourage “elegant exits” coupled with “respectful returns.”
2. ALUMNI ARE POWERFUL AMBASSADORS.
Whether your organization has a formal alumni group or not, exiting employees who had a good experience in their prior organization can be ambassadors for your brand. One client shared that they recognize some employees will only collect a paycheck from them for a time, but they hope to have those employees as customers for life, or as clients, when they move into roles in a “buying services” organization. Talk about ways to continue to take pride in having worked here. Former employees can be terrific sources of employee and customer referrals. They often become clients or reach back as partners.
3. EXITS CAN ENLARGE THE NETWORK.
When asked what advice she would have for her early-career self, a client shared, “Take care to stay connected to the people who helped you along the way.” She regretted losing touch with some talented colleagues she had met in her journey. Talk about how to stay connected to the organization.
Relocation Clues . . . and What to Do about Them
Those three approaches work when you know relocation is showing up as part of a career mobility pattern. But what if you don’t know? How can you avoid being blindsided by an unexpected exit?
Here are some clues that something might be happening.
When Fit Is No Longer It
Lynn was working with a client group on career development. The client wanted their employees to assess their overall “career fit” with their role in the current organization. The company was looking to grow significantly over the next three to five years and wanted to make sure they had a truly committed workforce to make it happen.
Lynn noticed one of the participants struggling with the “values” exercise, a cornerstone and first step in the career development process. She approached this person on the break to see if she could offer some guidance. The employee shared that, although it was clear that company growth was part of the organization’s vision and strategy, he realized that his number one value was spending time with family and friends. The lightbulb moment for this employee was that, although working long hours and traveling extensively was a part of the job that he had enjoyed over the years, his value system had shifted. It was time for this employee to find a work environment that better supported his own values. As a result of this “discovery,” he opted to find a company whose demonstrated value system more closely mirrored his own.
Have a conversation to examine what’s behind the clues. If there is a solid level of trust between parties, conversations will be open and candid. If there is limited trust, it may take more than one or two conversations to get this moving in the right direction.
Elegant Exits
When the kaleidoscope reveals a relocation experience that is simply too perfect to pass up, arranging an elegant exit is essential. Ignoring the departure can be more detrimental that the exit itself.
You can make an elegant exit happen. Here’s how.
• Celebrate! Work to decide when and how you will announce the planned departure.
• Share the story! Departures are ripe for rumor. You can avoid that by having an open forum where the team hears what’s happening, directly.
• Talk about it! Initiate a dialogue with the team about how the departure will impact the work that needs to get done. Discuss input and ideas.
• Make it a growth opportunity! Use the upcoming opening as an opportunity for growth for others. Possible short-term coverage assignments or temporary shifts in tasks could be just the right thing for some others on the team.
• Encourage continued connections! Talk about how team members can remain in touch after the relocation move is completed.
Honor Respectful Returns
This approach can be a win–win–win. It allows the person to be welcomed back if and when the time is right. It pulls in experience, knowledge, and skills the organization can leverage—and that may not be available inside. And it demonstrates to others that the organization treated this individual with fairness and respected their decisions and choices.
MOBILITY MOMENT
Employee for Now. . . Ambassador for Life
Lindy talks about this one a lot. She believes that no one wants to watch a talented employee or trusted colleague walk out the door. Departures leave holes in the organization, and teams sometimes scramble to manage the loss. More and more, though, employee exits are being viewed as inevitable and maybe not as bad as we thought. Several of our clients have created active alumni groups to keep former employees connected with one another and with the organization. One senior leader, himself a “boomerang” employee, having left and returned three times, points out that an external perspective can add tremendous value to an individual’s career journey and to the organization that welcomes him or her back. Returning employees bring new views, fresh ideas, and sometimes a whole new approach and appreciation for how the company operates. Whether someone leaves for a short time or a lifetime, they carry the experience with them. They can become positive voices and enthusiastic ambassadors for the organization, if the exit was an elegant one.
An organization that encourages open communication about departures is demonstrating that respect, authenticity, transparency, and genuine interest in growth and development are valued here. All are key to building and maintaining a high level of trust among the team.
Talk Now, Not Later
Our retention research shows that stay interviews are more effective than exit interviews. Stay ahead of the curve. Often an exit interview is too little, and way too late!
Most times, conversations conducted at the first hint that there might be something brewing can produce great turnarounds. Think stay interview instead of exit interview. A person typically checks out emotionally, demonstrating all the observable behaviors—diminished commitment, declining productivity, lack of enthusiasm, decreasing involvement—well before they decide to physically walk out the door. This gives the proactive, observant leader or colleague a chance to work on finding out what’s going on. What’s behind the behaviors?
THINK ABOUT IT . . .
Select a few questions to talk about now! Don’t wait until a relocation experience is in the works. A conversation now might uncover ideas that will keep relocation at bay.
* How have you grown here? What have you learned?
* How have your expectations been met? What surprised you? What disappointed you?
* How would you describe your time here to others outside the company?
* What advice would you give to a new hire in order for him or her to be successful?
* What would attract a “boomerang” employee to walk back in the door?