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Losing Talent: How to Retain Your Staff and Drive Engagement
- Jun 18
- 4 min read
After ten years of showing up—consistently, capably, and with deep commitment—my client was told, not asked, that she would need to carry the workload of two full-time accountants.
Her colleague was heading off on maternity leave. Rather than bringing in a short-term contract replacement, leadership decided to “manage costs” by expecting one person to absorb both roles.
No discussion. No collaboration. Just a clinical decision delivered without empathy.
She was deeply disappointed—not just by the decision itself, but by how it was made. After a decade of loyalty, she wasn’t expecting special treatment. But she was expecting a conversation. A chance to express her concerns and have them genuinely considered.
And she did just that. With professionalism and care, she raised her concerns. She explained that taking on another full-time role, on top of her own, wasn’t sustainable. She didn’t ask for more money. She wasn’t looking for a title change. She simply wanted the organisation to value her boundaries and acknowledge the impact of their decision on her life beyond work.
But the decision remained final.
That moment shifted something. Driving home that evening, she found herself asking a painful
question: Is this still the kind of place I want to give my energy to?
Within days, she made her decision. She resigned—with no other job lined up.
Later, when a co-director asked if there was anything that could be done to retain her, she responded clearly and respectfully: “Replace my colleague. That’s it.” But the leadership stood firm. They would not bring in cover. And so she walked away.
The irony? In the months that followed, the organisation scrambled—eventually hiring six people to cover the work two experienced professionals had once done. The very cost-cutting measure they thought would save them ended up costing far more—in money, morale, and reputation.
Retention Is Not a Perk—It’s a Strategic Imperative
In a fast-moving, high-pressure business environment, leaders are rightly cautious about costs. But there’s a difference between financial prudence and short-sighted decisions that devalue people.
A 2019 DDI survey found that 57% of employees have left a job because of their boss. According to BambooHR’s 2025 research, 88% of employees cited at least one negative leadership behaviour—like poor communication, unfair treatment, or taking credit for someone else’s work—as a reason for quitting.
And for women, these dynamics hit even harder. 69% of women say their boss’s management style contributed to their decision to leave, compared to 47% of men.
The patterns are clear: when people feel dismissed, disregarded, or overloaded without support, they don’t just disengage—they leave.
What Employees Actually Want
Retention doesn’t start with a ping-pong table or an extra week of leave. It starts with how people are treated in the moments that matter. When someone is stretched too thin. When a colleague goes on leave. When a restructure happens. When personal life collides with professional obligations.
That’s when true leadership shows up. Or doesn’t.
According to BambooHR’s latest insights, here’s what sets great leaders apart:
Flexible working arrangements (56%)
Consistent, constructive feedback (54%)
Empathy around work-life balance (49%)
Hands-off, trust-based management style (38%)
These aren’t extravagant asks. They’re basic expressions of trust, respect, and emotional intelligence. And when those needs aren’t met, especially in high-performing, loyal employees, the cost of replacement is more than financial—it’s cultural, emotional, and operational.
Leadership That Retains Talent
Strong leaders do more than manage—they listen. They respond with curiosity, compassion, and care. They don’t default to rigid decisions. They adapt. They collaborate. They find solutions that honour both the needs of the business and the dignity of their people.
As Anne M. Mulcahy, former CEO of Xerox, once said:
“Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied and more fulfilled.”
Retention improves when leaders communicate with clarity, consistency, and care. It improves when leaders avoid assuming that “doing more with less” means “asking one person to do the job of two.” It improves when values are lived—not just listed.
If you’re a leader and wondering where to start, ask yourself these questions:
Five Questions Every Leader Should Ask to Prevent Turnover
How engaged is each person on my team right now?
When was the last time I checked in about workload—and actually listened?
Am I leading with empathy, or efficiency at all costs?
Have I created psychological safety for people to say “this is too much”?
Do my actions signal that I value people—or just their output?
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