Growth and Connection a Vulnerable conversation

Some things that I recognized for me was I had another person put in their notice that I knew was maybe struggling a little bit, but I didn't think they were going to leave.

Like I thought that was something we could maybe work through and like, whatever, but they decided they were burnt out and that they needed a different role.

And so I was like, Oh, talking to my upline.

And I said, you know, where is the data for me to determine my turnover rates? And so we kind of talked about it, and we looked at my turnover rates, and they're a lot higher than I would like.

They're above 50%.

They're 64% for the last year, which does not look great.

It doesn't feel great.

You do

have a small team level.

Yeah.

I do.

Perfectly.

And I have an area that is likely going to have higher turnover rate.

It's kind of a stepping stone type of a area.

What they do requires someone with a driven personality, meaning they're probably going to be looking for other growth opportunities.

Um, and, and whatnot.

So I had to accept that, but it was still wasn't easy.

Um, I asked my boss, I'd really like to know if there's things that I should be doing better as a leader that I can either prevent this, or if there's things that I can do, like, is there something I'm missing? So I asked my boss to do an exit interview with my staff.

You had her interviewed the leaving staff instead of you doing that.

Correct.

Because I feel the reason I said that, my thought was, if they haven't told me about their concerns yet, are they going to now?

Maybe

not.

So my hope was that in a neutral, a little bit more of a neutral environment, that maybe they would share.

And I did the same thing for someone of her staff that was leaving to a higher level position.