I’ve seen many posts, news stories and social media feeds about unhappy employees, and it often makes me ask the same question:
Why do people leave companies?
Is it salary?
Is it the company?
Is it management?
Is it the people?
Or is it something deeper?
Throughout my years in the construction industry, I’ve seen what I would describe as the “dinosaur way” of management — management based on hierarchy, fear, outdated attitudes and the belief that a job title automatically gives someone authority over others.
I believe we have a responsibility to do better.
Regardless of friendship, gender, culture, position, title or background, we have a duty to treat people with respect, inclusion and fairness.
During my years working in management with Mitsubishi Electric, one thing I’ve learned is that we never stop learning and growing — regardless of our position.
A successful company isn't built solely on processes and policies, although both are extremely important.
It is built on people.
How are they engaged?
How are they treated?
Are they respected?
Are they trained?
Are they included?
Are they supported?
Are they given the opportunity to grow?
Over the years, I’ve asked myself three simple questions:
1. Do you remember where you started?
How were you supported? Was it good or bad? Either way, you have a choice to learn from it and become the best version of yourself.
2. How do you measure your success?
Not just as a person or manager, but as a leader. Is success measured by your title, your salary and your results — or by the people you have helped develop along the way?
3. What mistakes have you made, or seen others make, that you can learn and grow from?
Sometimes leadership requires us to stop.
To stand still for a moment.
To reflect on our own journey, our behaviour and some of the basic principles that shape how we treat others.
The people we interview or employ may not always be the best on paper.
They may not have the strongest qualifications, the most experience or the perfect background for the role.
But sometimes, you see something in someone that others don't.
Give that person an opportunity.
Invest in them.
Train them.
Support them.
Challenge them.
Believe in them.
Because providing opportunity can build trust, focus, loyalty, commitment and passion — not only in the individual, but towards the team and the business.
Of course, salary matters.
But in my experience, it isn't always the underlying reason people stay or leave.
People remember how you made them feel.
So perhaps the real question isn't:
“Why are people leaving?”
Maybe we should also ask:
“What are we doing as leaders that makes people want to stay?”
That is something worth reflecting on.