Uncovering the Roots of Turnover

Claire Monroe

Welcome back to The Science of Leading! I’m Claire Monroe, and as always, I’m joined by the one and only Edwin Carrington.So today—we’re getting into something that honestly kinda bugs me… because it feels like every leader asks this, but no one ever gives a real answer:Why do good people actually leave?And Edwin, I know last episode we pretty much dismantled the idea that it's all just about money. But I still hear folks say stuff like, “Well, they left for more pay,” and I’m like—really? That’s it?

Edwin Carrington

Yeah, you’re right to question that. It’s easy to blame compensation—it’s visible, it’s concrete.But in reality? Most regrettable departures are about deeper stuff: misalignment between the person and the role, a culture that doesn’t feel like home, or a lack of psychological safety.People don’t just leave for a bigger paycheck. They leave when they stop believing there’s a future for them where they are.When they feel unseen… or like they’re playing a game where the rules keep changing.Money might open the door—but it's rarely what pushes them through it.

Claire Monroe

That actually reminds me—I just heard about this company where their top salesperson just… left. No fight, no heads-up.Management was totally blindsided. But when you poke around a little, it turns out the role had changed a bunch, and a new manager came in who kinda shifted the whole vibe.So, how should leaders tell the difference between the real reasons people leave… and the stuff that just shows up on an exit interview as, like, a polite excuse?

Edwin Carrington

That’s such a good distinction. Think of those polite reasons—like “I got a better offer”—as dashboard warning lights. They’re signals. But they’re not the root issue.If you want the engine diagnosis, ask:Were expectations consistent and clear?Was the role a match for the person’s actual strengths?Did they feel safe—really safe—to speak up, ask for help, grow?There’s strong data showing that psychological safety and role clarity are two of the best predictors of retention.So instead of asking “Why did they leave?”, start asking:“Did we create the kind of environment someone would want to stay in?”

Claire Monroe

Oof. Yeah, that hits.And I think what stings most is—sometimes it’s your best people who leave quietly. The ones who never cause drama, who show up and perform… but no one really checks whether they’re actually fulfilled or just… done.

Edwin Carrington

Exactly. High performers don’t always wave a flag when they’re unhappy.They just… adapt until they can’t.If the culture isn’t evolving with them—or if their growth stalls—they’ll find a place that gives them more than just appreciation.They’ll find alignment.And leaders who ignore those silent signals? They usually realize it when it’s too late.

Claire Monroe

Okay, shifting gears a bit—how do you spot those silent signals? Like, before someone quits.What are the sneaky signs that a team member’s halfway out the door—even if they’re still technically showing up?

Edwin Carrington

It’s usually in the little things first.They stop raising their hand for new projects.They speak up less in meetings—or not at all.Maybe they start dodging collaboration, or pulling back from long-term planning.And then you look up one day, and they’re disengaged—but no one saw it coming.The key is to track the pattern, not just the moment. One off day isn’t a red flag. A subtle shift, repeated? That’s where the story is.

Claire Monroe

That reminds me of a friend who quit her job totally out of the blue. Her boss was shocked—but then later said, “Huh. Yeah. Now that I think about it… she did kinda go quiet months before.”So, that’s the kind of thing you mean, right?

Edwin Carrington

That’s exactly it.We tend to assume that silence means satisfaction—but often, it means disengagement.And too many leaders wait for a formal complaint or the exit interview to start listening.Instead, it’s about staying curious.Check in during the quiet, not just the chaos.Even basic pulse surveys or informal chats can help you catch a decline before it turns into departure.

Claire Monroe

And that’s where I think tools like behavioral assessments are so underrated.They show you where someone might be out of sync before you see the symptoms.It’s like—you’re not just reading tea leaves. You’re actually gathering clues.

Edwin Carrington

Exactly. The smartest organizations don’t rely on guesswork.They pair what they observe with what the data quietly reveals.You see someone pulling back in meetings…Their engagement score dips…And oh—new manager, different style.Now the pieces start to form a picture.Great leaders don’t just spot those patterns—they act on them.

Claire Monroe

That’s such a good point.And I mean… think how many resignations could’ve been avoided if someone had just noticed.Noticed the change, asked the question, opened the door to a real conversation.

Edwin Carrington

Right. But instead, we lean on exit interviews—when the damage is already done.The magic is in the stay interviews.In noticing the whispers, not just the alarms.

Claire Monroe

Okay, let’s get practical for a second.For the HR folks listening—or even just team leads—how do you actually act on this?What’s the “do this on Monday” version of solving the root causes?

Edwin Carrington

Start with diagnosis.Not assumption—diagnosis.Run a culture audit. Ask people what’s really going on—not in theory, but in their day-to-day.Follow it with stay interviews: What’s keeping you here? What might tempt you to leave?And when you hear answers like “I don’t feel recognized,” or “I’m not growing”? That’s not fluff. That’s fuel.Design responses that are consistent and meaningful—not performative.

Claire Monroe

Can you give us a real-world example? Like, where someone actually did this well—without just throwing bonuses around?

Edwin Carrington

Sure.There was a mid-sized firm I worked with—losing top talent left and right.Everyone assumed it was about salaries.But the audit showed it wasn’t about money—it was about management.Vague expectations, little feedback, leaders who weren’t approachable.So instead of raising pay across the board, they trained managers to give real, regular, human feedback.They created safety and clarity.A year later—voluntary turnover dropped by over 30%, and engagement scores shot up.The fix wasn’t expensive—it was intentional.

Claire Monroe

That gives me hope.Because like—what if you’re a small business? No HR department, no budget for fancy platforms.How do you still make this real?

Edwin Carrington

You start with care.A quick survey. A standing one-on-one. A sticky note that says, “Appreciate you.”You don’t need tech—you need consistency.Ask people: What’s working? What’s not?And then act on something—even something small.Retention doesn’t start with scale. It starts with trust.

Claire Monroe

Yes! You can’t fix what you never ask about.And it doesn’t have to be perfect, right?

Edwin Carrington

Not at all.Perfection is the wrong target.Progress is the goal.Start small. Stay curious.And measure what actually matters—to them, not just to your bottom line.

Claire Monroe

Well, that’s a wrap for today.If you’ve been listening and nodding along—maybe even thinking about someone on your team—you’re not alone.Retention isn’t a mystery. It’s a muscle. And you can build it.

Edwin Carrington

And if you’re wondering how to put all this into action… you can actually try out OAD’s behavioral assessments and hiring tools for free—just head to o-a-d-dot-a-i.It’s a simple way to spot misfits early, and build teams that actually fit.

Claire Monroe

Seriously—go check it out.Edwin, thanks again for making this stuff feel like something we can actually do, not just talk about.

Edwin Carrington

Always happy to be here, Claire.And thanks to everyone listening.Keep asking the tough questions. Keep listening for the quiet answers.

Claire Monroe

Bye for now—and we’ll see you next time!