Are you saying you, as a manager, are running a group so poorly that you have enough churn to where retention makes up a large percentage what you work on day to day?
Or are you saying your company treats/pays employees so poorly that there is significant turnover throughout the organization? And instead of generally treating/paying employees better they rather have middle management spend a significant amount of their time discussing retention?
And you are choosing to highlight this as something IC's should appreciate that management has to deal with?
You’re getting downvoted, it seems, but you raise a very real point: you need to have a high turnover, or rough span of control ratios, in order for this to be a common interrupt.
Especially given it’s well known that people don’t leave companies, they leave bad managers… it’s a bit telling.
Anecdotally: I spent 6-7 years managing at various levels (manger/sr mgr/director) before going back to an IC role, and I had a single regrettable attrition (+2 non-regrettable) in that time.
> Especially given it’s well known that people don’t leave companies, they leave bad managers…
I know this is an old saw because it’s usually true, but I’ve left companies where I had a good relationship with my manager because I lost confidence in leadership at some level above them.
Sometimes you can see the train wreck coming and it’s time to go.
Or are you saying your company treats/pays employees so poorly that there is significant turnover throughout the organization? And instead of generally treating/paying employees better they rather have middle management spend a significant amount of their time discussing retention?
And you are choosing to highlight this as something IC's should appreciate that management has to deal with?