Why Are People Really Staying? The Truth About Retention

Recently, someone asked me why some companies have a solid retention rate. Instinctively, I rattled off the usual answers—flexibility, benefits, bonuses. But as I spoke, each word felt hollow. The real reasons? Fear of change. "Golden handcuffs." Contractual obligations that make leaving seem impossible.

We’re long overdue for a shift in perspective. Somewhere along the way, we accepted a corporate culture where:
✅ 60-hour workweeks are standard, but the paycheck only reflects 40.
✅ High performers are "rewarded" with more work, not more balance.
✅ The bottom line takes precedence over employee well-being.

We live in a world of instant communication—email, texts, Teams, Slack—yet we’re still operating in a system designed by people who barely had landlines and fax machines. Back then, when you left the office, you left work. No one was calling you at home about a "quick issue."

Now? We’re constantly connected. And as a recovering people-pleaser with zero boundaries, I know how hard it is to see those notifications and not respond. I had to delete every work app from my phone for an entire year just to break the habit.

I wanted to be a great employee. I wanted to help people. But I also needed to rest, to feel human, to actually enjoy my life. Why does it feel like we’re forced to choose—work or well-being—when we should have both? Why does it always come down to a choice between the company’s bottom line or the well-being of its employees? Why can’t success mean both—a thriving business and happy, fulfilled people? It's time for a new conversation about what real retention looks like. Not fear. Not obligation. But workplaces that truly support the people keeping them alive.

I left my last job because I was burnt out, stuck in a stagnant role, and suffocating in a corporate culture that didn’t align with my values. I’ve always thrived in environments with a scrappy start-up energy—where creativity, adaptability, and problem-solving drive success. I love being able to make real changes, create meaningful solutions, and serve both the company and its customers without getting tangled in layers of red tape. And I work best under leadership that recognizes and values my entrepreneurial mindset.

But time and time again, I’ve watched start-ups grow, sell, or get absorbed by larger corporations—only for everything to shift. Suddenly, it’s all about the bottom line, mediocrity over innovation, and policies that prioritize consistency over excellence. Employees who once thrived are now boxed in. Perks meant to reward performance are stripped away in the name of uniformity. Passionate problem-solvers become cogs in a machine. At this point, there are very few corporate perks enticing enough to pull me back. But that conversation got me thinking—maybe the problem isn’t the employees. Maybe it’s corporate culture that needs to change.

What if, instead of forcing people into rigid roles that drain them, we created roles designed for people to thrive? What if companies valued real contributions over outdated structures? What if success wasn’t measured by how much employees endure, but by how well they perform when they feel valued and supported?

The world of work is evolving. The question is—will corporate culture evolve with it? What if we intentionally built workplace cultures instead of slapping together a handful of generic values no one actually follows?

I’m a lifelong learner—constantly diving into self-help books, personality assessments, and human behavior podcasts. Not just for my own growth, but to spark conversations and create stronger connections with those around me. In the past, I integrated these insights into team-building exercises, helping my team understand each other’s strengths and perspectives.

As a manager, this awareness was game-changing. I could see when someone was stuck in a role misaligned with their natural talents. And when we adjusted responsibilities to better fit each person’s strengths, everything improved—efficiency, morale, and even long-term career growth for the employees. It wasn’t about avoiding challenges or chasing perfection. It was about aligning people with work that energized them rather than drained them.

At the end of the day, it doesn’t have to be a choice between what’s best for the company and what’s best for the employee. What’s best for the employee is what’s best for the company.* When people are valued, understood, and placed where they can thrive, success follows—for everyone.

If you’re ready to create a workplace culture that fuels both business growth and employee well-being, let’s connect! Visit our Sessions page to explore my speaking engagements, workshops, and other offerings designed to help businesses build engaged, high-performing teams.

Let’s rethink success—together.