The Science Behind Keeping People: What Really Works

Claire Monroe

Welcome back to The Science of Leading, everyone. I’m Claire Monroe—and, I’m here with the one and only Edwin Carrington. Edwin, how’s it going today?

Edwin Carrington

Doing well, Claire. Always glad to be back. And yeah, this topic—honestly, it’s one that’s pretty close to my heart. But it’s also, you know, one of those things that hits the bottom line for a lot of companies.

Claire Monroe

Totally. And I feel like it’s something a lot of people are thinking about right now. I mean—we’ve talked so much about hiring smarter, right? But today we’re kinda flipping it around… like, what actually keeps people around once you’ve hired them? Because—let’s be honest—just paying them more or, I don’t know, throwing in some random perks? That’s not cutting it anymore.

Edwin Carrington

Yeah—no, it’s really not. Especially in 2025. Most companies are already offering solid salaries, decent benefits… maybe even a ping pong table or, you know, cold brew on tap. But the top people? They’re still walking out. What we’re seeing now is—it’s not just about money. It’s about meaning. It’s about connection. And flexibility. That’s what actually keeps people engaged.

Claire Monroe

Okay, wait—how do you even know when pay’s no longer enough? Like, how can you tell someone’s basically… mentally checked out, even if their paycheck’s solid?

Edwin Carrington

Great question. So, I had this client—mid-sized tech company. Super generous. Like, bonuses, equity, the whole deal. But within six months, they lost two of their best engineers. When we dug into it, it wasn’t the money. These folks just… felt disconnected. They didn’t see how their work fit into the bigger picture. They wanted more flexibility, more input. The perks were fine—but they weren’t enough.

Claire Monroe

Yeah, that makes sense. It’s like—if all you’re focusing on is the paycheck, you’re kind of missing the stuff that really matters now. I’ve seen it with my own friends—leaving jobs that looked amazing on paper, but they just didn’t feel, I don’t know… right. Like something was missing.

Edwin Carrington

Exactly. And the data backs it up. People want to feel valued. They want connection. They want trust. Without those things—no amount of perks is gonna keep them. That’s why retention has to go deeper than just surface-level stuff.

Claire Monroe

And that’s what we’re diving into today—what actually works, right? Like, not theory, but the real-world science and strategies that help people feel like they belong… and actually want to stay.

Edwin Carrington

Right. So let’s talk about ownership. One of the biggest shifts we’re seeing? Moving away from micromanaging and actually letting people own things. When someone gets to lead a project—or pitch their own ideas—and see them through, they start feeling like they’re building something with you, not just working for you.

Claire Monroe

Yeah… nobody wants to feel like just another cog in the machine. But how do you actually build that sense of ownership? Is it like—just letting people go do their own thing? Or is there more to it?

Edwin Carrington

It’s both. You’ve gotta create the space—like, some companies do “Innovation Days” where anyone can pitch an idea or take the lead on a mini project. But the real secret? Trust. When leadership steps back and says, “Hey—we believe in you,” that’s powerful. That’s where pride and loyalty come from.

Claire Monroe

Okay, what about vision? I keep hearing how important it is, but like… a lot of companies just throw up a poster with a mission statement and call it a day. That doesn’t really do much, does it?

Edwin Carrington

Ha—no, nothing like that. Vision has to be alive. It’s about storytelling—actually showing people how their day-to-day work connects to something bigger. One of my clients started doing these quarterly “Vision Sessions.” The leaders would talk about where the company’s heading, and—and this was key—they’d invite employees to share their own goals. People started seeing themselves in the story. That changed everything.

Claire Monroe

I love that. But like—would that still land with remote teams? So many people are working from home now. Does vision still connect when you’re not physically together?

Edwin Carrington

It can—if you’re intentional. Remote teams actually need more clarity, not less. So yeah—virtual vision sessions, more frequent check-ins, even just space for people to share stories… it all adds up. You’ve gotta make sure people feel included, wherever they are.

Claire Monroe

So it’s not just what leadership says, but how they bring people into the vision—make them feel like they’ve got a voice and a real stake in it.

Edwin Carrington

Exactly. When people feel ownership and see how they fit into the vision? They’re not just staying—they’re showing up with their best work.

Claire Monroe

Okay, let’s talk about recognition. ‘Cause this one drives me nuts. Like—if the only time someone hears “good job” is once a year at their performance review… yeah, that’s rough.

Edwin Carrington

Absolutely. Recognition has to be regular. And real. I’ve seen teams where just a quick shoutout during a weekly meeting, or a note from a peer—it totally shifts the energy. Doesn’t have to be a big thing. Just needs to happen often.

Claire Monroe

Yeah, even simple stuff. I’ve worked with teams who do, like, digital “recognition boards.” Or they start meetings by celebrating wins—tiny things, even. It just… lifts everyone up.

Edwin Carrington

Exactly. And while we’re on that—growth is another huge one. People want to feel like they’re going somewhere. Whether it’s a skill, a new role, or just having someone mentor them—it matters. When people stop growing, they start looking.

Claire Monroe

Oh! That reminds me—didn’t you have a client who totally turned things around just by focusing on internal mobility and mental health?

Edwin Carrington

Yes, I did. They were bleeding talent—people were leaving fast. So we helped them build personalized development plans, launch cross-team mentorship, and actually invest in wellness—like stipends, check-ins, real mental health support. Within a year? Retention jumped. People finally felt seen. And supported.

Claire Monroe

That’s so good. But what about, like—smaller companies? If you don’t have a big HR team or a massive budget… where do you even start?

Edwin Carrington

You start small. Even just a monthly one-on-one where you ask, “How are you doing? What do you want to grow into?” That’s powerful. Recognition costs nothing. And inclusion? It’s about listening. Making sure every voice is heard—especially the quiet ones. You don’t need flashy programs. Just… consistency and care.

Claire Monroe

Yes! It’s not about having all the shiny tools—it’s about showing people they matter. Every day. That’s something any leader can start doing now.

Edwin Carrington

Exactly. Retention isn’t a checklist—it’s a culture. It’s about truly knowing your people, and showing them that what they care about… matters.

Claire Monroe

Okay—that is the perfect note to end on. Edwin, thank you for sharing your brilliance as always. And to everyone listening—if you wanna see how these ideas play out in the real world, check out OAD DOT ai. You can book a free demo and see how the tools—like behavioral assessments—can help you hire better and build teams people actually want to be part of.We’ll be back soon with more. Edwin—always a pleasure.

Edwin Carrington

Likewise, Claire. Take care out there—and just remember: great teams don’t happen by accident. They’re built—one thoughtful decision at a time.

Claire Monroe

See you next time on The Science of Leading.