7 reasons why the best pacesetters leave, even though they like their job

You love your job, but you do not want to do it (for somebody else). Funny internal conflict. Although you work well, you feel bad. Instead of maximum motivation there is maximum demotivation. You suffer. You are looking for the problem inside you, while it is still… well, we will explain it.
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As Domino Tiles…

“He is leaving… next….” He shook his head uncomprehendingly. My business partner was losing one great employee after another. “What am I doing wrong?” he asked. “They get the payrolls, meal vouchers, benefits… on time.”

Still, they were like domino tiles that you build and just blow them over. One after another, they were leaving the job.

“But I would like to have an above-average company!” he exclaimed. “This means that I MUST HAVE above-average people.”

He shouted and people turned round. Here, in the Saint James Restaurant, a noble restaurant with a unique sliding roof, they are not used to verbal aggression.

He had to back off. Both in terms of loudness and inner emotions. He recognised it. Departure of key personnel always has a logical reason.

Of course, some of them do not fit in well with the team, others leave because of a better offer that no one can match. However, most of the time, it is possible to avoid the departure. The reason is that the bottom line lies right in the company, in the manager or the owner.

I myself used to be an employee and I know about 7 INNER reasons why the best people leave, even though they like their job.

It is possible to work on all of them.

1st Reason: Job Classification

As I emphasise in my book 250 Laws of Love, it is an unpalatable fact for hard-working people that they will be trapped in one single ‘groove’ in one place, doing one single activity, which they will repeat monotonously for another twenty to forty years. They need to sniff a change, move, progress and grow in their career.

One who cannot see the possibility of promotion and needs to strive for something, sooner or later, intrinsically will feel the urge to look for the motivation elsewhere – in another company. Pacesetters hate passivity. They tend to get bored faster. The stereotype makes them unhappy and irritated.

And it negatively affects both their performance and the morale of the entire team, whose members inevitably look up to pacesetters.

2nd Reason: Overwork

On the one hand, it sounds logical that a person is abundantly exploited and overloaded. They sometimes even desire this themselves. On the other hand, there is a problem. If they like their job, enjoy it and it fulfils them, they can burn out even faster. Especially when the overwork does not bring sufficient recognition and appreciation.

The employer who is lucky enough to find a workaholic should respect at least one of these two rules: 1. Make sure that such an employee sufficiently motivated (among other things, takes leave, even though they may think it is ‘unnecessary’) and 2. If employees shows signs of burn-out, they at least receive energy from you, from your rewards, no matter what form that takes.

3rd Reason: Vague Visions

Hamsters could tell stories about it. In the morning they get into the jogging wheel and labour. In the evening they fall out in a state of exhaustion and surprisingly find out that in spite of the fact that they did not stop all day long, they did not move even a centimetre further.

It is the most common cause of internal burn-out. It doesn’t happen because people don’t want to work, on the contrary, they may feel they are going flat out. Nevertheless, there may be no way for them to measure whether the work is meaningful. If they cannot aim for a clear target they cannot judge whether they got closer or further away.

They feel like unfortunates swamped by an avalanche – trying to get out of the snow in white disorientation without knowing which is the right direction – whether they dig out or not.

Top workhorses get motivated by the awareness that today they managed to move further than yesterday. Then the day made sense for them. They must have a precisely defined goal, which provokes them to strive towards it.

They need to perceive that they are part of a change, part of the process. They do not need to be harnessed aimlessly on a daily basis.

Which stupid mistakes of superiors cause an outflow of pacesetters?

Please, continue to the 2nd page