This is more for managers, but might be helpful if you're in an IC role. It's important to remember that you own your career and can speak up. Taking proactive steps can only help you!
Like everyone, I've had my share of discussions about turnover. In many cases, it’s not about comp packages or titles. It’s about something much more preventable: people feeling unseen, underutilized, or unsupported.
As leaders, we’re often focused on the pipeline, the quarter, the next big deal. But turnover reminds me that part of my real job is to look further ahead—past the current numbers—and into the health of my team. The cost of losing strong talent is far greater than the effort it takes to keep them engaged in the first place.
Here’s what I’ve been working on with my managers and peers to identify at-risk talent earlier and give them the support they need before they start looking elsewhere.
1. Tracking Energy, Not Just Output
Performance metrics tell you what is happening, but they don’t tell you how people are feeling while it’s happening. I’ve started asking my managers to look for changes in energy—fewer ideas in meetings, less participation in brainstorming, a shift from proactive to reactive communication.
Sometimes, a dip in energy is just a rough week. But if it lasts longer, it’s a signal. And the earlier you notice, the sooner you can address it before disengagement turns into resignation.
2. Making 1:1s About More Than Deals
When we’re busy, it’s easy for one-on-ones to become status updates. I’ve challenged my team (and myself) to carve out at least 10 minutes each 1:1 for “future-focused” conversation:
- What skills do you want to build next?
- What’s something in your role you’d like to change or own more of?
- Are there parts of the job that are draining you?
You’d be surprised how often someone shares a goal they’ve never voiced before—simply because they were never asked.
3. Giving People a Path They Can See
A lack of visible opportunity is one of the fastest ways to lose someone. We’re working on making career paths clearer, even if the next role isn’t immediately open. This means:
- Sharing stories of how others have grown internally.
- Outlining skill development plans tied to the person’s career ambitions.
- Encouraging cross-functional projects so people can test new skills in real situations.
4. Using AI to Spot Engagement Patterns
I’ve experimented with AI to analyze anonymized engagement data—like meeting participation rates, training completion, or internal Slack activity. It’s not about micromanaging—it’s about spotting trends. If someone’s engagement drops significantly compared to their usual baseline, it’s a flag for a conversation.
5. Acting Before the Exit Interview
We all know the post-resignation conversation where someone says, “I wish we’d talked about this sooner.” My goal is to eliminate that sentence from my vocabulary. If someone’s disengaged, I want to have the right conversation while there’s still time to fix it.
That could mean shifting responsibilities, offering a stretch project, or connecting them with a mentor. Sometimes, just knowing someone sees them and cares is enough to turn things around.
The bottom line is this: retaining great talent isn’t just about reacting to problems—it’s about building a culture where people feel challenged, supported, and valued before they ever think about leaving.
I’m working to get better at that every day, and I’m encouraging other managers to do the same. Turnover will always happen, but preventable turnover? That’s on us.
If you’ve found ways to spot disengagement early, I’d love to hear what’s worked for you.
