The third resignation in six months hit different. Not because you didn't see it coming. Because you did and still didn't know what to do about it.
You told yourself the first one was a bad fit. The second one was a special circumstance. By the third, you stopped explaining it to yourself and started wondering what you were missing.
Every exit means months of search. Weeks of ramp-up. And institutional knowledge that lives in someone's head, walking out the door with them.
The people still here feel it too. More work. More uncertainty. A quiet question nobody says out loud. Is this place worth staying in?
You think the problem is compensation. Or maybe the work isn't interesting enough. Sometimes that's true. But more often, people don't leave companies. They leave conditions.
Unclear expectations. No visible growth path. Feedback that only flows one direction. A culture that was built by accident and never designed to hold people past the honeymoon.
What looks like a retention problem is often a design problem. What feels like bad luck with people is often an environment that was never built to keep them.
The revolving door doesn't fix itself with better hiring. It fixes when the environment becomes worth staying for.
Imported from Post Archives — APR Posts Week 04-06.docx