People & HR · Lesson 6
Keeping your best people
Strong performers leave for growth, respect and fair pay — know which matters to each.
Your best people have options. They usually leave because they stop growing, feel unrecognised, distrust their manager, or are paid noticeably below market. Money matters, but it is rarely the only reason.
Hold a 'stay conversation' before someone thinks of leaving. Ask: 'What keeps you here? What might tempt you away? What would you like to learn next year?' Then act on at least one thing they say. Doing nothing after asking is worse than not asking.
Recognise specific contributions, in public and in private. Give stretch work and visibility with clients or senior leaders. Review pay at least yearly against the market. When you cannot match a salary, be honest and offer what you can: flexibility, a title path, training, or a share in results.
Example — Hypothetical: a stay conversation
A senior associate says she wants to lead client pitches. Her manager gives her the next two pitches with support. Six months later she turns down a competitor's offer, citing the growth she now has.
Try this
Name your two strongest team members. Book a 20-minute stay conversation with one of them this month.
Reflect
If your best person resigned tomorrow, what would you guess their reason was — and could you have prevented it?