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The importance of perseverance
How to embrace failure as a learning opportunity
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Millions of people voluntarily leave a job every month, we still consider it taboo.
Many companies still think that employees will stay for 10, 20, or 30 years if they take care of their employees. But it is a myth. Today's workforce doesn't just show up to pay the bills. They're working toward bigger career goals that will eventually lead them elsewhere.
And seasons change. When companies react negatively to an employee leaving or take it personally, they do a disservice to that person's work and makes the end of that season seem like a failure instead of an exciting step forward.
Companies have to normalise employees leaving, starting from the top down.
To help normalise departures, establish transparency around the employees' career goals in relation to the organisation's goals.
When a manager regularly zooms out and look at the big picture of what the business needs from the employee and where the employee wants to go in their career, they'll know when the person's career goals are diverging from what the organisation needs.
Many departures of employees happen when expectations aren't met.
Managers should clarify their expectations of the employee often, such as meeting deadlines or response time to client communication. Employees should also communicate their expectations of the job with their manager, such as not answering email after-hours. If expectations can't be met on either end, there's probably a better fit out there.
The point of a manager is to set your employees up for success. If you are an excellent manager, it means that your people will grow out of their current role and be promoted or take a job elsewhere.
To make employee departures a cause for celebration, we need to see them as whole people on their own journeys.
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