LEAVING TO FIND YOURSELF AGAIN

There comes a moment in every professional journey when stability stops feeling reassuring and begins to weigh heavily.

It doesn’t arrive suddenly. It’s a quiet awakening, a series of questions that return with increasing insistence:

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    •    “Does this still make sense?”

    •    “Who have I become?”

    •    “What am I sacrificing in the name of security?”

 

I recently read The Great Resignation, and it is far more than an analysis of a global phenomenon. It is a mirror.

It reflects a profound shift in the world of work and in the lives of those who inhabit it—a story of loyal professionals who, at some point, choose to leave.

 

Not out of whim.

Not out of fatigue.

But out of coherence.

 

When loyalty stops being mutual

 

For decades, long tenure was synonymous with reliability. But what happens when loyalty becomes a cage? When what once gave meaning begins to take it away?

 

Hill and Jones illustrate how the pandemic accelerated a change already underway. The disruption of routine brought clarity: people saw not only the exhaustion but the truth.

 

“You cannot send 70% of the global workforce home without expecting a profound shift in personal priorities.”

-The Great Resignation-

 

Today, the question is not “Why are they leaving?” but rather, “Why can’t they find a reason to stay?”

 

This is not merely an economic issue—it is a question of meaning.

 

Resignations are often attributed to higher salaries, but data tells a different story.

 

According to MIT Sloan Management Review, the leading cause of turnover is not pay, but toxic culture—ten times more influential than compensation.

 

Other common factors include:

    •    Lack of recognition

    •    Ineffective leadership

    •    Poor work-life balance

    •    Limited growth and flexibility

 

At first, these issues are tolerated. With maturity, they prompt reflection. And then comes choice.

Leaving is not an act of weakness—it is an act of dignity.

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Leaving to realign

 

Once, changing jobs was considered instability. Today, it is often an act of clarity.

 

This is not just about external opportunities—remote work, mobility, or new organizational models. The real shift is internal: people give themselves permission to choose.

    •    Not to stay where they no longer grow

    •    Not to remain in roles that no longer reflect who they are

    •    To align what they do with what they believe

 

Leaving, today, is a way of staying true to oneself.

 

Talent cannot be held—it must be inspired

 

When even the most loyal professionals leave, it is not an individual failure. It is a systemic signal.

 

A conscious leader does not ask, “How do I retain people?” but rather:

 

“What can I create that makes staying worthwhile?”

 

It requires a paradigm shift—from control to meaning. Here are five practical levers leaders can activate:

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1. Restore meaning to work

 

People stay where they feel their time matters.

 

Example: Patagonia connects every activity to a clear mission: “We’re in business to save our home planet.”

Result: high retention, strong identity, shared pride.

 

What to do:

    •    Link every project to a genuine purpose

    •    Communicate the impact of daily work

    •    Emphasize the “why,” not just the “how much”

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2. Listen with intent

 

Anonymous surveys are not enough. Empathy in action is essential.

 

Example: At Microsoft, listening is systematic. CEO Satya Nadella reshaped the culture around emotional intelligence.

 

What to do:

    •    Create real spaces for dialogue

    •    Respond to feedback, even when solutions aren’t immediate

    •    Act on feedback, even in small ways

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3. Foster belonging, not just presence

 

Example: During COVID layoffs, Airbnb’s Brian Chesky communicated with empathy and respect. Even those who left spoke highly of the company.

 

What to do:

    •    Communicate authentically, even in challenging moments

    •    Celebrate stories, not just performance

    •    Create rituals that strengthen community

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4. Offer horizons, not just targets

 

Example: Salesforce invests in internal mobility, coaching, and development pathways. People shouldn’t have to leave to grow.

 

What to do:

    •    Ask: “Where do you want to be in two years?”

    •    Provide lateral as well as vertical opportunities

    •    Encourage cross-functional projects and collaboration

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5. Lead, don’t just manage

 

Example: Alan Mulally at Ford guided the company through vulnerability, rewarding those who surfaced real problems, not just perfect results.

 

What to do:

    •    Show humanity, even amid uncertainty

    •    Value authenticity over perfection

    •    Lead by example before giving direction

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Aligned leadership is the first antidote to the silent exodus.

 

The world of work is changing.

People are changing.

Leaders who evolve alongside them—before strategies—will build organizations where loyalty is a choice, not a constraint.

 

Today, rigid companies do not win.

Authentic ones do.

 

Because leaving is not abandoning—it is choosing.

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In conclusion

 

The Great Resignation is not a trend—it is a cultural movement.

A collective call for meaning, dignity, and authenticity.

 

Today, we are not merely seeking a job.

We are seeking a place that reflects us.

A place that grows with us.

A place where we can remain whole.

 

Even after years.

Even when it is scary.

 

Sometimes, saying “enough” is not leaving something behind.

It is coming home.