Why Great Leaders Celebrate When Team Members Move On
Change is Inevitable in Teams
In the world of team leadership, sometimes what looks like a problem is actually a sign of success. I was reminded of this when I received some jarring feedback during a one-on-one with my manager:
"Brandon, all your people are trying to leave you."
Talk about a gut punch. I knew some team members were applying to other roles—I had even encouraged it—but my manager didn't see what I saw.
During my retail management days, I had been "store hopping," spending six weeks at one location, then moving to another for the holiday season. I was used to walking into chaotic situations that needed fixing. But this store was different.
I had never stepped into a role where everything was already running smoothly. Seriously, I was used to fixing things, but if it ain't broke...
This led me to a different approach. Instead of making sweeping changes, I increased responsibilities for the most senior people in the department. The next logical step, in my mind, was to distribute our talented team members throughout the district to seed the next generation of supervisors and managers.
They were ready. My predecessor had done a great job, and honestly, there wasn't much I could do to improve the current operation.
Eventually, my manager got on board with this vision (it helped that someone higher up was working in the room during our conversation). Half of that team was eventually "farmed out" to other locations, and I even moved on after a few months to head yet another store.
The key insight? Understanding the system you're in.
Every team exists as part of a larger ecosystem. When you have a high-functioning team, sometimes the greatest contribution you can make isn't to that immediate team, but to the broader organization by:
Recognizing when team members are ready for bigger challenges
Facilitating growth even when it means losing talented people
Seeing your role as developing talent for the entire organization, not just your corner of it
Many managers fall into the trap of optimizing only for their immediate team—the subsystem they directly control. This makes sense on one level; you're evaluated on your team's performance.
But truly exceptional leaders understand that subsystem optimization can lead to overall system degradation. If every manager hoards talent, the organization stagnates. If teams become too comfortable, growth opportunities diminish.
What initially looked like failure—team members wanting to leave—was actually a testament to success. We had created an environment where people could grow until they were ready for new challenges. Rather than holding them back, we were launching them forward.
No matter your role, you can make an impact by understanding the system and its adjacencies, and by making decisions that help everyone, not just your immediate team.
Ask yourself:
Am I seeing the whole system or just my part of it?
How might what looks like a problem actually be a sign of success?
Am I holding onto people who are ready for bigger challenges?
How can I contribute to the health of the entire organization, not just my team?
Sometimes, the greatest leadership achievement isn't building a team that stays together forever—it's developing people who grow beyond what you can offer them.
Looking for a way to help your team see the system they’re in? We’ve got you! Contact us today to learn more about our Interface workshop.
We have facilitators in New York City, San Francisco, Austin, Tampa Bay, Las Vegas, Los Angeles, Tampa Bay, San Diego, and more! Contact us for more information and session options.
