This was the text I received from a former team member a day after Christmas last year. He had been part of my team until a year earlier before my role changed. We still worked in the same company, though in different teams.
When we met the following day, he expressed his eagerness for a role change, having done the same for a long time.
“Is there any role you have in mind?” I asked.
“Not really; please suggest if you think of something for me,” he said.
I remembered a vacant position that had opened up after the team lead resigned a few months earlier. I shared the details with him and asked if it interested him.
“Yes,” he replied, his eyes lighting up.
“Okay,” I said. “But there are many other variables in play. You need to tackle them individually before you can get there.”
I knew he played a critical role in his current function, and I anticipated that his bosses would prefer to keep him from going. I advised him to speak to his manager first and to come back to me if his manager was fine with letting him go.
I knew this would require buy-in from two other levels of management before anything could happen. It seemed possible but far from certain.
I gave him an assignment that would excite him in the short term. A fortnight later, he successfully delivered on that responsibility and was thrilled to have been given a vital role on a big day.
Thereafter, his conversation with his immediate seniors didn’t go far. The biggest news event of the year was just around the corner; naturally, all hands were needed on deck.
Six months later, after India’s general elections, he continued the conversation. After some weeks of back-and-forth discussions, he finally got the green signal.
Why This Matters
Why am I sharing this story? How does it relate to you?
Stay with me.
Thankfully, his request was considered and all stakeholders helped make it happen. But that’s not always the norm, as you may have seen. Immediate managers are often reluctant to let good performers go, fearing the challenges of finding a suitable replacement.
Sometimes, the manager might be willing, but the head of the department may have concerns. In an intensely competitive market, it can be difficult for bosses to let go of good talent.
If you’ve been a manager sitting on such a request now or not allowed a similar request in the past, hear this: you cannot stop talent from moving on when they’re ready. If you don’t care for their aspirations or support their growth, they will eventually leave when they find a suitable opportunity elsewhere.
Why would you risk losing talent to a competitor or some other company? The organisation retains the talent when an employee moves to another team within the same company. It’s a win-win for both the employee and the company.
However, only some get this. Many managers think in the short term, worrying about the inconvenience it might cause them. This narrow view can be incredibly detrimental. In many companies, you’ll find at least one example of a high-performing employee leaving because her aspiration wasn’t met internally.
To avoid this, managers need to adopt a long-term perspective. It’s not just about keeping a high performer in their current role; it’s about nurturing their career within the company. This involves understanding their aspirations, providing growth opportunities and letting them move on to new challenges when the time comes.
The Bigger Picture
In today’s competitive market, where talent is often the most critical asset, companies cannot afford to be short-sighted. Holding onto employees by stifling their growth does more harm than good. It creates resentment, reduces engagement and ultimately leads to higher turnover rates.
Instead, companies should focus on creating a culture that encourages internal mobility. Managers should be trained to recognise and support their employees’ aspirations. Doing so will retain top talent and create a dynamic, motivated workforce that drives the company forward.
Talent is not something you can or should try to cage. When you support your team members’ growth, you don’t just help them; you enable your workplace to thrive.
The next time someone on your team desires a new challenge, consider it an opportunity, not a threat. Help them find the right fit within the company, and you’ll likely gain their loyalty for years.
Let me rephrase that: loyalty or not, do it.
About Me
I am a thinker at all times. I see, I think. I hear, I think. I read, I think. Every weekend I write. I would love to know what you think.