“I just wanted to tell you that I have to give my two weeks notice. I found another job that pays more money and I can’t turn it down.” There was an awkward silence as Barbara tried to gather her thoughts to respond to Howard, her best lead technician.
Her first instinct was to find out how much more money and counter the offer, persuade Howard to stay. Patience got the better of her and she replied, “Howard, I know this was a tough decision for you. I also know that decisions like this are complicated and rarely determined by a single factor. You said you were leaving for money, but I have to believe there may be other reasons, too. Since you have made a decision to leave, would you do me a favor and spend some time talking about things we could do differently around here. Your thoughts might make a difference to your other team members.”
Countering an offer for higher wages seldom works. There are usually other more compelling circumstances that drive a team member to another company. As the manager, if you cannot improve those circumstances, more money will only delay the inevitable. First, you have to fix what’s wrong. -TF
Good post. Tom, I could not agree more. I have seen this happen many times. If someone resigns, it rarely makes sense to talk them out of it.
And yes, leaders should understand and be concerned about why people are leaving the company. Unfortunately, they often don’t get the straight scoop because the departing employee is reluctant to share that a major reason is that their boss is a bozo (the reason many people leave their jobs – the work environment).
Many times money is used as a measurement for respect. Employees need to feel respected if they’re to have the motivation needed for your company to be a success. If you find that a number of your employees are leaving over salary issues, consider not only whether your compensation is competitive, but also whether your environment is one where employees are genuinely valued — and know they’re valued.