Employees often leave not because they dislike their job, but because they want to escape a particular person or group of people. This can be a hard truth to accept, but if you reflect on your own experiences, you may find it resonates deeply.
One day, the most diligent employee, often labelled as a “people pleaser,” may reach their limit. These employees, known for their reliability and strong work ethic, often end up compensating for colleagues who underperform. They are the ones who quietly pick up the slack, ensuring that the workplace runs smoothly.
These employees are typically valued for their dedication; some colleagues may appreciate their efforts, while others may take advantage of their willingness to go above and beyond. Unfortunately, this dynamic can lead to burnout. The constant pressure to cover for others and the lack of appreciation can become overwhelming.
At some point, these employees might experience a tipping point, often triggered by declining health or persistent workplace bullying. They may also realise a recurring pattern in their career, where they find themselves in similar situations across different jobs. This realisation can prompt a deeper introspection, sometimes leading them to seek therapy. In therapy, they might uncover that their workplace behaviour mirrors past experiences, such as having to take on adult responsibilities prematurely or managing dysfunctional family dynamics.
What these employees often encounter is a boss who takes advantage of their flexibility and dedication. However, what they truly need is a leader who recognises the importance of healthy boundaries. A supportive boss can play a crucial role in helping these employees establish and maintain boundaries, ensuring that their work environment is sustainable and supportive.
When an employee starts to assert boundaries, it can disrupt the status quo within a team. Colleagues who benefited from their previous overcommitment may express discomfort or resistance, longing for the “old version” of the employee who was more malleable, accommodating and more fun. Often the person will be masking their feelings of unhappiness or discomfort, and as they become more authentic, people may miss the ‘joker in the pack’. This transition can be challenging for everyone involved, but it is a necessary part of fostering a healthier workplace dynamic.
Without adequate support during this transformation, these valuable employees may ultimately decide to leave the organisation. To prevent this, employers and managers need to be proactive in supporting all employees, particularly those who are prone to overextending themselves. By doing so, they can create a more balanced and sustainable work environment, where all team members are valued and respected for their contributions.
People stay in jobs because of the people they work with. We want to feel valued and appreciated, we need to be seen and heard. What makes us stay in a job is how we feel. We want to grow and be a better version of ourselves because of our job. View an employee holistically, not just what they do but who they are.
