People Leave Managers, Not Jobs

Do you know the saying, ‘people don’t leave jobs; they leave managers’? It has some merit. A Gallup poll of more than one million employees found that the No. 1 reason people left their jobs was due to a bad boss or immediate supervisor.

While this isn’t always the case, an employee’s boss can make a big difference in the satisfaction a person finds in his or her job.

That is why so many companies think strategically about whom they put in leadership roles and devote the time and expense toward developing strong leaders.

No Simple Task
Being a good leader or boss isn’t easy. It takes time to develop the needed skills and practice. And, quite honestly, it is a role that most will likely never understand completely. Each day brings new opportunities, situations and obstacles to be faced. 

Great leaders handle varying circumstances with poise and consistency. They know how to engage their workforce and understand how to convey appreciation for their team’s efforts. They also know how to get the most out of people, while creating an atmosphere for motivation and a sense of accountability within each employee.  

The Importance of Motivation
Can you get people excited, and have them exert the effort to complete a task, whether personal or work-related? That’s motivation. In the workplace, motivation is a critical component of how an employee is led. If employees show a sense of self-motivation or passion for the work they do, a less hands-on approach may be needed.  If an employee is struggling to get motivated or isn’t particularly interested in a certain task for which he or she is responsible, a more direct approach may be needed.

Respected researcher Frederick Herzberg found that, while many people feel there is a single continuum from dissatisfaction to satisfaction, it is not true. Rather, factors labeled ‘hygiene factors’ must be in place. Other factors increase the level of satisfaction/motivation an employee may have.

Herzberg defines competitive salary, good benefits and decent working conditions as hygiene factors, or things a person needs to have. No matter how much you excel in other areas of motivation, without these hygiene factors, the employee won’t move on the continuum from being de-motivated to being motivated.

Other factors like achievement, recognition, responsibility and the work itself also impact motivation. Herzberg’s research found that these motivators were not only the most frequent causes of motivation, but they had the longest lasting effect on satisfaction. 

Leading Causes of Dissatisfaction
Many of the items Herzberg labels as ‘hygiene factors’ can become leading causes for dissatisfaction with a career (a de-motivator). Company policies and supervision frequently ranked high in items that dissatisfied an employee.

Salary is rarely ranked within the top five things that motivate an employee, but if the salary is completely out of sync, it can be a frequent de-motivator with a long-lasting effect. 

If managers think about motivation in this manner, the components that can move an employee on the continuum of satisfaction really don’t cost the business money. Instead, they relate to how well the employee is managed and allowed to contribute to the business.

What You Can Do
Here are a five easy tips for managers to enhance motivation:

1.  Recognize good work.

2.  Conduct exit interviews that ask questions to help understand why the person is leaving.

3.  Conduct employee surveys that not only ask for feedback on the challenges, but why they stay with the organization or what they enjoy about the company.  Do more of those things!

4.  Frequently review current organizational policies and practices and remove any that aren’t effective.

5.  Invest in your people and give them opportunities to learn and grow both inside and outside of the organization.

Managing people is not an easy task. It takes a dedicated effort and time commitment from the manager. However, the value gained in helping employees grow within a business can be one of the most rewarding aspects of a manager’s job.

Key principles, such as treating employees the way you would want to be treated, go a long way. Focus on actions that motivate employees, such as achievement and recognition. This can be done through holding your staff accountable for their work, but also by encouraging an atmosphere where employees feel empowered to make a difference.

Editor's Note: Erika Osmundson is part of the management team at For more information on this subject, go to