Breaking the Myth of High Turnover

Claire Monroe

Hey everyone—welcome back to The Science of Leading. I’m Claire Monroe, joined as always by the voice of reason, Edwin Carrington.Today we’re busting some myths about why people really quit their jobs.And Edwin—I mean, most folks would just say “money,” right? Or maybe, like, perks? But that’s kinda missing the point?

Edwin Carrington

That’s the popular narrative, yeah. But in reality—those are surface-level triggers.What’s often underneath is behavioral misalignment.A few years ago, I worked with a mid-sized tech company—great salaries, generous perks—but they kept losing engineers.Turned out, they were hiring brilliant individual contributors into a highly collaborative culture. These folks didn’t thrive in group problem-solving. They felt drained, even alienated… so they left. Quietly. No drama. Just out the door.

Claire Monroe

Wow. Yeah, that… that hits.I’m thinking about all those lists we see—like, “top reasons employees quit”—bad bosses, toxic teams, no growth...But what you’re saying is, it’s less about one dramatic dealbreaker and more like—how someone fits into the day-to-day rhythm of a team?

Edwin Carrington

Exactly.If someone’s wired for structure, and your team thrives in ambiguity? That’s tension.If a role demands constant collaboration, but they recharge solo? That’s fatigue.You can’t yoga-retreat your way out of that kind of misfit.And the signs start small—less volunteering, more silence, maybe avoidance.If leaders wait for the resignation letter to start investigating… they’re too late.

Claire Monroe

Okay, so—real talk—how do you spot that misalignment early?Like, are there little tells that someone’s already halfway out the door?

Edwin Carrington

There are. But they’re subtle.You’ll see withdrawal: they stop chiming in, stop offering ideas.Maybe it’s increased sick days… or suddenly they’re very active on LinkedIn.One of the big ones? They stop asking questions.Curiosity fades when people feel out of place.And sometimes, it’s not even about what they do—but how others stop including them. That social drift? That’s a red flag.

Claire Monroe

That’s such a good point.And we never talk about that stuff enough, right?We obsess over résumés, but we forget to ask: “Does this person actually enjoy the way we work?”Like… do they light up in this culture—or are they just surviving it?

Edwin Carrington

Exactly.Compensation might get someone to say yes.But fit—fit keeps them engaged.And respected. And growing.When those things click, people stay. Even through hard quarters.

Claire Monroe

Okay, let’s talk money for a sec.I’ve seen companies throw so much cash at retention—like, gourmet snacks, quarterly bonuses, even “please don’t leave” stipends—…and still lose their entire top sales team.I saw it firsthand at a hospitality group.They had all the perks, but their stars bailed—and the whole team vibe just… deflated.So what’s the real cost of turnover when companies don’t get to the root?

Edwin Carrington

It’s bigger than most leaders realize.Sure, there’s the obvious: recruiting costs, onboarding, lost output.But the deeper hit is operational and cultural.When a respected teammate walks, it sends a signal.Morale dips. Momentum slows. Sometimes clients even feel it.Suddenly, your brand isn’t just “innovative”—it’s “unstable.”And here’s the kicker: it’s rarely about comp alone.No one stays for the free yogurt.

Claire Monroe

Ha—yep. Been there.And I’ve read that too—like, culture misalignment actually outranks salary as a predictor for quitting?Even top performers will walk away from money if the energy is wrong?

Edwin Carrington

That’s right.In fact, that LinkedIn Workforce Learning Report showed 94% of people would stay longer if their company invested in their growth.So it’s not just the vibe. It’s vision.When people feel like they’re moving with the organization, not just working for it—that’s sticky.That’s your retention strategy.

Claire Monroe

Yeah—and it creates that ripple effect, right?Like, one person leaves… then their mentor starts looking… and suddenly you’ve lost more than headcount.You’ve lost know-how. You’ve lost continuity.It’s this quiet unraveling.

Edwin Carrington

Exactly.And trying to fix it with surface perks is like slapping duct tape on a leaky dam.If you want people to stay—you have to build the foundation before it cracks.

Claire Monroe

Okay, let’s pivot to the “what now.”If a company wants to get ahead of all this—what’s the first real move?Like, what actually works?

Edwin Carrington

Start at the beginning—at hiring.Match people not just to job titles, but to team dynamics.Use behavioral assessments. Structure your interviews.And don’t just ask “Can they do the job?” Ask:“Will they thrive in this specific environment?”Then—just as important—build in regular feedback loops.So you’re not waiting for people to quit to learn what’s broken.

Claire Monroe

So good.Can you give us, like, a real-world “win” story?Where a team actually fixed this—from the inside—not with shiny perks?

Edwin Carrington

Definitely.I worked with a SaaS company whose customer success team had sky-high churn—despite high pay.We realized they were hiring for credentials, not for energy.So we adjusted the process—started screening for adaptability, collaboration, and resilience.We brought in assessments to understand preferred workstyles.And the results?Turnover dropped, belonging scores rose, and—this part surprised even me—customer satisfaction jumped, too.Because when your team feels like they belong, that radiates outward.

Claire Monroe

That’s such a good reminder.Even companies known for chaos—like, Netflix, Zappos—they’re deliberate about culture and hiring.It’s not about locking people in—it’s about creating a place where they want to stay.

Edwin Carrington

Exactly.The best retention strategy isn’t a cage—it’s a magnet.When values, expectations, and workstyles align… even rapid growth feels energizing, not draining.That’s the foundation you need to weather disruption, scale, and even the occasional misstep.Because people want to stay where they feel seen.

Claire Monroe

So that brings us back to something we say a lot here:Hire for where you’re headed—not just who looks shiny on paper.And build in fit and feedback early.That’s how you design retention—not scramble to fix it.

Edwin Carrington

Well said, Claire.And if you’re listening right now and thinking “Okay, but where do I start?”—Take a look at your best people.What do they have in common?That’s your blueprint. Build from there.

Claire Monroe

Love that.And if you’re curious about how to actually apply this stuff—you can test OAD’s behavioral assessments and tools—for free—at o-a-d dot a-i.It’s a simple way to improve team fit… and start retaining the right folks.

Edwin Carrington

Couldn’t agree more.Thanks for tuning in, everyone. Always a pleasure, Claire.

Claire Monroe

You too, Edwin.Catch you next time on The Science of Leading!