Leaving the Ladder Behind: Why Employees Silently Quit - and How Leaders Can Keep Them
Reasons employees secretly choose to leave their jobs – unveiled insights on employee resignations - Secret Resignation Reasons of Workers and the Hidden Factors Driving Their Departure
By Vicki Roberts
- 3 Min Read
**You think employees often hide their frustrations from their bosses, leading to eventual resignation. How did you arrive at this understanding?I've met countless managers who are taken aback when an employee decides to call it quits. They can't fathom what's causing the disquiet. Yet, it's often plain as day: employees feel neglected and undervalued. However, most managers overestimate their own communication effectiveness.
So, employees depart due to a lack of attention?On the surface, that might seem to be the case. But it's about something far more profound. Every individual has fundamental psychological needs that must be fulfilled - even at work. The cornerstone of everything is the need for security. Only when employees feel secure in the workplace environment are they willing to admit their doubts and fears. If this base need isn't met, which is common, they tend to hide their feelings. Especially when teams are hybrid or remote, with limited direct personal contact, employees can feel abandoned fairly quickly.
But why is it so challenging for many people to openly discuss this with their boss, to the point that they'd rather quit when the conversation becomes inevitable?Ultimately, it's the fear of seeming vulnerable or at a disadvantage if they express their concerns. Another reason could be the uncertainty about their own performance, leading them to believe they're not making a significant contribution and thus hesitant to offer criticism. In Germany, a shortage of appreciation is rampant: 45% of employees who leave their jobs do so due to a lack of appreciation from their immediate supervisor. This feeling, therefore, isn't insignificant, but costs companies money.
If employees aren't forthcoming about appreciation, what do they mention when they depart?They'll cite the environment wasn't a good fit or that the objectives weren't clearly defined enough. This is quite general and doesn't help the manager improve. So, I'd inquire specifically about what was missing, what more was required for satisfaction within the team, and which need wasn't satisfied. These conversations ideally occur naturally, not just when it's already too late.
How can leaders inspire employees to share their reservations about unpleasant aspects?The leader must establish a safe environment. This makes speaking about uncertainties and dissatisfaction less daunting. This atmosphere is primarily achieved through attentive listening. Employees feel heard, trust grows, and the willingness to provide honest feedback increases. As a leader, it's essential to focus on areas where individuals can develop and contribute. The praise technique can be tricky as it fosters dependencies. Instead, I suggest expressing genuine interest in what employees do, asking how they came up with an idea or approached a challenge.
How can I, as a leader, determine if my message has reached my team? This is crucial because leaders often think they have communicated transparently and openly, but their message doesn't always land as intended. The first tactic is simply to inquire: Could you summarize your understanding? What did you take away? In the second step, you can clarify your intentions and what might have been misunderstood. Through such feedback exchanges, many miscommunications can easily be resolved.
And my second method? The second method is self-reflection, i.e., taking stock of what you say. Is it too complex or overly simple? Should I expect it to be received differently than intended? To better understand your team, it may help to look at them through a customer-centric lens. This makes it clear: You don't merely want employees to be content; you want them to be genuinely enthusiastic and have a fantastic experience. This is primarily the responsibility of the leader.
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- Employees
- Leaders
- Resignation
Insight Summary:
To prevent employees from silently quitting, leaders should create a safe environment for open dialogue, acknowledge their concerns, and model vulnerability themselves. Managers should also reward speaking up, provide feedback, and design workspaces that promote safety and inclusivity. Leaders should continuously measure psychological safety levels, track progress, and iterate strategies based on feedback and engagement metrics.
- Leaders can keep their employees from silently quitting by fostering a community policy that encourages open dialogue, acknowledges concerns, and models vulnerability.
- Vocational training and education-and-self-development programs can help employees feel valued, contributing to workplace-wellness and health-and-wellness, which in turn can reduce the likelihood of career-development-related resignation.
- Business leaders should strive to design workspaces that promote safety and inclusivity, as a workplace that feels secure can help employees feel more comfortable sharing their reservations about unpleasant aspects.
- Financial incentives can be a powerful motivator for employees to voice their opinions and concerns, making them more likely to stay with the company and contribute to its success in the long run.
