A leader should hear what is driving the employee’s decision, ask what could make staying workable, and follow through on changes they can make. Give the employee room to explain without debating their account or trying to talk them out of it.
How can I make the conversation supportive?
Ask what is hardest about the job right now and what change would matter most. If the concern involves pay, workload, safety, scheduling, or policy, pair care with a concrete response rather than treating appreciation as a substitute.
While an employee weighs whether to stay, you can Make Their Day by naming a real contribution and showing that their perspective matters. A manager might recognize that careful handoff notes helped the evening crew avoid missed orders, then ask whether a steadier schedule is possible; the recognition should not deflect from the concern.
What should I do after we talk?
1. Listen for both an immediate need and a longer-term issue, and ask which matters most to address first.
2. Agree on a practical next step, an owner, and a date to check back. If policy or budget limits a change, explain that plainly and explore available alternatives.
3. Follow up on the agreed date, even if there is no final answer yet. Thank the employee for being candid and respect their decision if they choose to leave.
Questions like this one, and many more about hiring and retention, are explored in the FISH! Philosophy upgraded trial, which gives your team 30 days of access to the FISH! film and its digital guides.
