In this three-part series on attrition, we’ve explored key factors driving employee turnover. Now, we'll turn our attention to how managers and culture—defined as the shared values, beliefs, and behaviors within an organization—play a critical role in retaining talent.
The Influence of Culture on Employee Experience
Employees experience culture through multiple lenses. Peers, manager, division leader, and the company itself. Large companies can have pockets of culture impacted by region, recruiters, HR business partners, and leadership response to good/bad behaviors.
When I feel aligned with the culture of my team, I am willing to go the extra mile to achieve our shared goals. I’m willing to overlook some problematic behaviors, and even endure immature management. But over time, if leadership consistently rewards bad behavior, fails to train managers, and blocks visibility for solid contributors- I’ll see the pattern and want something better for myself.
Three Pathways for Managers
As managers, you have a few options for leadership pathways.
Mentor and develop your people to become your future peers.
Train your people without offering growth opportunities, so they become future leaders at other organizations.
Keep them in one position, allowing resentment to build, and ultimately poisoning the team culture.
I’ve had quite a few managers who fit in category one. They mentored and developed me as a professional. They gave me honest, real-time, critical feedback. When I left their team, it was because they encouraged me to take on a new challenge to continue to grow my skill set. This allowed me to grow from team to team for 13 years within the same company. Whenever I thought about leaving, I had a community of mentors and sponsors who helped me to find a new internal adventure. As I grew with the company, I partnered with those leaders on initiatives. I incubated pilots within their divisions. I coached and mentored their promising talent. Becoming a part of the “pay-it-forward” cycle was one of the ways I contributed to the success of the company that helped to build my success.
I’ve coached many professionals in category two, who have no idea what else is possible within their company. Their manager tells them for years to “just keep doing what you’re doing”, or “you’re not ready yet “. When they realize that they haven’t learned anything new, and nothing is happening to change their situation, they start looking for clarity elsewhere. This is regrettable attrition, with little chance of employees returning.
The Impact of Poor Management: A Case Study
I've coached several professionals in category three who are deeply angry, and their anger has become so pervasive that it's hard to pinpoint whether it's driven by the company, the manager, or if it's simply part of who they are. They feel trapped while others advance, frustrated by managers taking credit for their work, or being praised without seeing any real financial reward. They discover that their peers earn more, and this fuels narratives around company success being tied to race, gender, nationality, or relationships. Their mobility is blocked because no one wants to hire the "angry person," and eventually, their presence creates a toxic environment that drives others away. This situation is unfortunate for both the employee and the ripple effects they create through the team.
Manager Accountability and Employee Outcomes
Proactive management is key—recognizing early signs of dissatisfaction and addressing them before they escalate can make the difference between retaining top talent and fostering a toxic environment.
While a manager isn't responsible for an employee's temperament, they are accountable for the outcomes. It's the manager's role to develop the team, provide opportunities for skill growth, ensure transparency, and take decisive action when an employee no longer fits. This might involve offering feedback, providing training, assigning stretch projects, sponsoring them for a new role to broaden their skills, or, in some cases, termination. Holding an employee in place is rarely the best choice.
Mentorship Wins Every Time
When your company prioritizes mentorship and career mobility, employees will grow alongside you, refer strong candidates, and boomerang with new skills they've gained from other companies.
Prioritizing mentorship requires training and accountability for managers. Companies must recognize that Subject Matter Expertise does not automatically transition to leadership capabilities.
How can Elias Presence help you?
Workshops on Mentor-Manager leadership
Performance Feedback/ Difficult Conversations
Mentorship
Networking and Relationship Building
Leadership offsite
1:1 manager coaching
Ready to transform your management approach and create a culture of growth? Let Elias Presence guide you with tailored workshops, coaching, and leadership development programs. Book a Consultation today to learn how we can help your organization thrive.
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