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Stan Heard

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Selling Sales Training in a Recession

 Whether you are a Mom-and-Pop operation or one of the larger talent development firms, you probably have some sort of strategy guiding you. Hopefully, this strategy has been documented and is the outgrowth of input from key people in the organization. But even if the strategy is only in your head, it is still waiting for action.Unfortunately, many strategic plans, which are key to the future of our businesses, are rarely executed fully—if at all. In the previous blog on strategic growth planning, I mentioned that some 80 percent of strategic plans fail to get executed. (I know I have read or heard this stat enough times to think it is true. But if truth be known, I don’t have a source to share with you to validate this alleged finding. Nonetheless, there is good reason to believe that most strategic plans are not fully executed as designed.)There are myriad reasons why this is the case, not the least of which are the normal changes to a business model or that leadership demands a different direction than originally proposed, deeming the original strategy moot. More importantly, in the ever-evolving talent development industry, one could even argue that sticking to a growth strategy could be counter-productive.  But what about strategic plans that are not subject to major interferences in the business model or competitive landscape? Why aren’t they  implemented? Execution Best PracticesA March 2015 Harvard Business Review article, “Why Strategy Execution Unravels—and What to Do About It,”  by Sull, Homkes, and Sull spells out several likely culprits, highlighting the myths many business leaders adhere to about strategy execution. Their research found that several practices actually get in the way of effective execution, including:inadequate alignment across business unitsundying commitment·one-way communicationstoo much of a performance cultureexecutive-only leadership.While the authors studied very large multinational organizations across many industries, these strategy execution lessons that apply to any organization.  Let’s take a closer look at each practice. Alignment:  To execute a strategic plan in a typical three- to five-year time span, senior leadership must be in total agreement about the direction the business is driving toward. Without this sort of alignment, major departments  and functions will continue to do their own “thing”—working at cross-purposes of the overall business.Interestingly, the research pointed out that while 40 percent of managers note alignment (or lack thereof) as the main cause of poor execution, the second major reason was failure to coordinate across units, noted by 30 percent of participants. Apparently, alignment alone doesn’t necessarily equate to execution—albeit it is a significant influencer.  So, while one of the primary goals of any strategic planning process is to achieve senior leader alignment, it also is important to align across all business units.Commitment: Most business leaders believe that alignment requires commitment to the strategic direction. But in my experience, alignment can exist (on the surface) without total commitment to the strategy. In this case, leaders agree with the overarching direction and some elements of the strategy, but not with all of it. In fact, unswervingly sticking to a strategic plan may impede its execution, given that many intervening factors and changes will surface over time. While commitment to the plan is initially necessary, ignoring the environmental changes taking place will undoubtedly result in leaders executing the wrong plan.Communications: The most likely reasons organizations fail to execute strategic plans:Leaders don’t provide communication to the rest of the business.Leaders provide communications that are unclear, foggy, and lack any inspiration for moving forward.Simply communicating the strategy from “on high” is too little to achieve a well-executed strategy. Instead, communications must create a dialogue that enables employees to offer input and questions so they can truly understand their role in the execution process. If a rational business case for the strategic direction isn’t offered to—and accepted at—the individual level, it will be difficult for employees to internalize the plan and their role in its execution.Performance Culture: Possessing a culture that is committed to performance is critical to execution. Organizations must establish a culture that recognizes and rewards practices like teamwork, experimentation, and flexibility, which may appear at times to slow down performance.  Although a high-performance culture values and demonstrates continual accountability, this head-down and all-hands-on-deck approach doesn’t allow organizations to slow down in the short term so they can move faster in the long term.  Indeed, the right delays—yielding the right results—should be perfectly acceptable.Executive Leadership: We often hear that true change must start at the top. But top-down involvement can impede the achievement of sustainable results. Certainly, the CEO and C-level team must lead the initial charge for execution, and even monitor its progress. However, the sooner frontline employees can internalize a strategy, the sooner they can rightfully execute it. Once the organization feels it must wait for executive approval, the process slows, engagement wanes, and innovation falters. In other words, it takes a village to effectively execute, not just a team of senior leaders who decide when and how execution should take place.Bottom LineThese execution practices are logical enough and, at some level, seem relatively simple to enact. Regrettably, they become more complicated in their actual operation. Perhaps, though, this is just the nature of most businesses that are growing—with growth comes frequent change and even alterations to the corporate strategic direction.Maintaining flexibility around strategy is a dual-edged sword, because sometimes flexibility can become an easy excuse for not following the original, well-thought out plan. Other times, flexibility makes complete sense and is, in fact,  necessary for the business to move forward. In either case, executing a strategic plan is a critical element of both the short- and long-term success of any business, including those in the talent development space. What’s more, minding these best practices can help any organization execute their strategy with success.How have you experienced poor to no execution of a strategic plan? Whether you were the leader or the follower, what were the reasons for this in your business? What were the real business consequences of the failed execution? How could the execution have been specifically improved? Share your experiences in the Comments below.  To learn more, check out my book The Complete Guide to Building and Growing a Talent Development Firm.

Growing Talent Management Firms: Strategy and Execution

Will 2015 be the year you transition into an exciting new job? One of the key skills that will get you that job is interviewing, and a phone screening is often the first step in that process. As a talent development professional, you undoubtedly have skills in engaging attention, building rapport, and educating anyone—including a recruiter who has called to screen you for a job opening. Bottom line: a phone screening is a little like training, with some key differences. You're not in charge of the agenda, there are no visual aids, and you're likely to be nervous. But with some preparation, you can overcome these challenges and make a great impression. Prepare for the "Pop Quiz" Factor Phone screenings are often unscheduled, so be ready. Keep a copy of all job announcements, along with your cover letters and resume, quickly available. When a recruiter says he's calling about X Company, you don't want to be struggling to remember "which job was that?" The call may catch you off guard, and the recruiter might subtly pressure you to "talk for a few minutes right now" even though it's not a good time for you. Asking to reschedule may put you at a disadvantage; a busy recruiter may simply move on to other candidates. But if it's really a bad time, it may be better to ask "Is there another time we can talk today?" rather than do a poor interview because you're distracted. Anticipate Possible Questions For the most part, phone screening questions are similar to those asked in a longer interview, so prepare answers to common interview questions. One tricky question at this stage is: "What are your salary expectations?" Avoid stating figures before you have a firm job offer. If they insist, you can mention that a certain broad range seems to be typical, without committing to it. For example: "I'm seeing salaries anywhere from $70-90K for this type of position. Of course, a lot depends on the responsibilities, the opportunities to learn and grow, and the whole package. I'm sure once we've decided there's a fit between me and the role, we'll be able to come to an agreement." No Visuals: Help Them "See" You, and Draw Them Out It has been estimated that as much as 93 percent of interpersonal communication happens nonverbally. In a phone call you don't have the visual aspect of body language, so make a point of smiling, which can be heard in your voice. Stand up to sound more energetic. You also want the recruiter to "see" you on the job—to imagine you being effective in your workplace (and by extension, theirs). So use a lot of concrete examples and short stories to illustrate your key points. It may be harder for you to "read" an interviewer's responses over the phone. For instance, you may wonder did she understand what I just said, or is she puzzled? Or, does she want me to go on or stop? There's a simple solution, but one we often forget to use: Ask. For example, let's say the interview started with the recruiter asking, "Tell me about yourself," and you're not sure how your answer landed. Draw them out with an open-ended question like this: "Is there anything I just mentioned that you'd like to know more about?" This is similar to training, isn't it? After presenting information, we check for comprehension and invite responses to create engagement. Honor Your Excitement, and Relax Anxious about interviews? As psychologist Fritz Perls said, "Fear is excitement without the breath." Your excitement is one of your best assets, since it communicates passionate motivation. So appreciate your excitement, and then breathe deeply to release the anxiety. Practice this and make it part of your everyday life, so that you can remember it "on the spot." Think of a particular word or short phrase you can repeat silently to help you relax and feel confident. Try the word "relaxing" or "good," or the phrase "letting go now," or "(your first name), you're doing great." Be aware of the "tone of voice" in which you use your relaxation phrase. You may have seen the Seinfeld episode where Mr. Costanza was bellowing, "SERENITY NOW!"—it didn't help. There are many other relaxation techniques you can use any time, anywhere. Experiment with a few, choose the one you like best, and practice it frequently so you're ready when you need it. If you want to build skill in being relaxed in interviews, practice it through mental rehearsal. Sit down in a quiet place free of distractions.Close your eyes, take a few deep breaths, and begin to imagine yourself getting a call from a recruiter. Imagine the sound of the recruiter's voice, the feeling of the phone in your hand and the feeling of excitement inside of you.Imagine yourself remembering to use whatever quick relaxation technique you prefer. Imagine that it's working, and really feel the relaxation.Imagine remaining calm and confident as you have a great interview! After the Phone Screening, What Type of Interview May Come Next?This post is the first in a series that will explore various scenarios, including panel, group, sequential ("all-day"), virtual interviews, and more. Reduce the "surprise factor" by preparing to succeed in any format!

Phone Screenings with Recruiters: Are You Ready?

We’re living in a world where remote work and remote meetings are here to stay. In fact, remotely may be the only way meetings take place these days. Meeting virtually may be a part of the “new normal,” but how can we make sure it’s time well spent? According to meeting expert Steven Rogelberg, our time in meetings has grown 500 percent in about a 40-year period. Some of the casual conversations we used to have next to the coffee machine have morphed into official meetings. It’s safe to say we are spending more time in meetings than ever before, and now that most meetings are remote because many teams no longer work in offices, new challenges make it even harder for meetings to be effective. The leaders managing remote employees are also facing new hardships when it comes to leading virtual communication.What Are the Challenges of Leading a Remote Team?As a leadership consultant, I spend a lot of time talking to leaders about the challenges they are facing with remote leadership. What I hear most is, “How can I keep my remote team engaged?” and “How can I maintain visibility and maintain a connection with my remote workforce?” If you look at those questions, it all comes back to communication. And how communication happens now is through virtual channels like Zoom, Teams, Google Meet, and more. Most communication is virtual, and a lot of it happens in meetings.What Goes Wrong With Virtual Meetings Today?The biggest problem with remote meetings—the amount! It’s quick and easy to set up a virtual meeting because there’s no need to book a conference room, arrange for travel, or so on. The downside to this is that we become overloaded with these meetings. With more than we’ve ever had in the past, we need to start asking, “Is that meeting really needed?” So, before you set up a meeting, ask, “Do I need input from others? Do things really need to be discussed?” If your answer is, “Yes,” set up that meeting. But if you find yourself thinking that the meeting is more about sharing information or giving an update after a decision has already been made, then maybe you should skip the meeting and send out an email instead.What else goes wrong with virtual meetings today? It’s easy to forget the human aspect. Communicating screen-to-screen makes it easier to forget that there is a physical person on the other end. As you would in a face-to-face context, think of what personal and practical needs the person may have. Spend some time thinking about leadership essentials such as empathy, support, and involvement, and listen and respond authentically. People still need to feel that their perspectives are heard and valued. They need to know they have been understood and respected. This is a universal truth, no matter the channel of communication. Learn more about other best practices for leading remote meetings here.How Many People Need to Be Involved in Virtual Meetings?Everyone knows we should keep meeting attendees to a minimum. But what does this mean for virtual meetings?Our tools make it so easy to add additional people to a meeting. This can happen with a simple click. However, as for a face-to-face meeting, you shouldn’t ask a person to join your meeting if you are not looking for their input.The idea is that for every selected attendee, you should ask: Does this person need to be in the meeting? If a person is “just” listening in without providing input or asking clarifying questions, consider recording the meeting or sending follow up notes to those people. Every meeting attendee should know why they are there and what they are expected to contribute. Concepts such as “social loafing” still apply in the virtual world. And the rule of keeping attendees to a minimum to ensure maximum engagement still applies to virtual meetings. For more about how to effectively hold remote meetings, check out DDI’s blog.

Remote Meetings Are Here to Stay, So Make Them Effective

One of the biggest challenges of leadership is creating a culture where employees feel safe to share their ideas, concerns, feedback, and suggestions. Many have worked for organizations where leaders talk the talk but don’t walk the walk. They ask their employees to speak up but seek only praise and approval themselves.Great organizations develop employees by developing leaders. Leadership is more than a title, it’s a mindset. Joseph Grenny, coauthor of the New York Times bestseller Crucial Influence, once defined leadership as “intentional influence.” Coauthor Kerry Patterson adds, “At the end of the day, what qualifies people to be called ‘leaders’ is their capacity to influence others to change their behavior in order to achieve important results.”Here are four ideas that can help you develop an influencer and manage employee contribution.Solicit SincerelyIf you don’t want their ideas, don’t ask for them. Little contributes to a culture of silence more than insincerely soliciting feedback. So, if you already know what you’re going to do, be sure not to hold a perfunctory brainstorming session.Also, some people want to be seen and heard, but everyone wants to be valued. Employees share their ideas to contribute value. If those ideas aren’t sincerely valued or appreciated, the employee won’t feel valued.You can solicit ideas sincerely by focusing less on being right and more on getting it right. When you gather input and perspectives from others, you expand your pool of meaning, which leads to more informed decisions, actions, and results.Establish ExpectationsMake sure your employees understand that not all ideas can or will be implemented. Establishing proper expectations can help minimize frustration. Let employees know that while their ideas may not be implemented, they do inform the final decision. Their contributions may confirm current thinking or spark new ideas for a better course of action.It’s important that employees know that while they may not be a part of the decision-making team, their contribution as part of the data stream is invaluable. They are often closest to the problems you are trying to solve. Additionally, when employees serve as contributors, they are more likely to adopt the new solution (even if it’s not their own) and serve as champions to encourage others to do the same.Communicate ConstraintsWith limited insight into organizational constraints, employees often share ideas that are beyond the scope of what the organization can do. What resources are available? Is there a budget? What’s the timeframe or the level of quality required? Communicate your constraints so employees can offer suggestions and share ideas that work within them. When suggestions aren’t implemented, it’s generally not because they are bad, but because they are outside the constraints. Communicating constraints will lead to a greater chance of implementation. It also offers transparency and allows employees to see clear reasons should their ideas not be implemented.Reveal ResultsMore often than not, employees realize that all their ideas won’t be implemented. When people get frustrated or angry, it’s usually not about implementation but more likely because they feel their ideas were not considered. So, when people contribute ideas, let them know where things stand. If their idea was not implemented, explain why. Remind them of the expectations that were established and the constraints that were shared.Encouraging employee innovation and creativity is key for organizational success, as well as for engagement and retention. Managing the process can be challenging, but healthy organizations will always have more ideas than they can implement. Creating a process built on safety and rooted in sincere solicitations, established expectations, clear constraints, and transparent results will aid your efforts.

Working With Employee Input

Most new managers dread the idea of having to give feedback…and so they don’t. When it comes to giving feedback, it doesn’t matter how skilled you are or how polished your words are if there is one thing missing: trust. If your employee doesn’t trust your intent, believing you have their interests at heart, they won’t listen—period. This is the essence of psychological safety. To provide feedback that improves results, you will need to do so in a way that invites them to willingly reveal how they’ve missed the mark and sincerely reflect on ways that lead to improvement. Without safety, they’re more likely to distort and defend than reveal and reflect. But there’s a problem you’ll need to address: The brain doesn’t need a stark display of hostility to feel threatened. In moments of vulnerability, it only needs subtle, seemingly neutral cues—the slight raising of an eyebrow, a simple crinkle of your nose, or a break in eye contact can send a strong signal to the brain that it’s unsafe. Your job when delivering feedback is to generate evidence to the other person that they are safe. And you don’t accomplish that by beating around the bush or watering down the truth. Safety and truth are two independent variables. Don’t try to accomplish one by shorting the other. While your truth—the feedback you want to give—might still cause hurt, the pain from that feedback can become growth when others feel safe with you. People rarely get defensive about what you’re saying. People get defensive because of why they think you’re saying it. It’s their perception of your intent that provokes defensiveness, not the sensitivity of the content. If they believe your intent is to embarrass, critique, or shame, they will feel—and act—unsafe. They’re unlikely to reveal all relevant information and reflect sincerely on what they need to do to improve. If, on the other hand, they think that your intent is to find the truth, improve results, and even strengthen a relationship, then there’s a reasonable chance you can lay out the truth as you see it and be fully heard. Once you’ve done the hard yet worthy work of creating a trusting and safe relationship, here are some practical skills that will help you deliver feedback effectively. Share Your Good Intent Expressing good intent does not mean flattering or trying to appease the other person with irrelevant compliments. Expressing good intent means making it clear to the other person that you care about them and their interests. Sharing your good intent sounds like this: “First, I want you to know that I think you are doing a nice job in your role. I also want you to see you grow in this agency and have the success you want to have. I want to share some ideas I think will help you do that.” Share the Facts When it’s time to give the specifics of the feedback, start with facts. Share what you have observed before you share your interpretation of what you’ve observed. You want to stay external by describing what’s happening outside your head (“You cut the person off mid-sentence”) as opposed to what’s happening inside your head (“You’re rude”). Facts are less controversial than opinions and feelings. Facts are more persuasive. Be Brief and Direct Be careful not to let your desire for improvement become a desire to lecture. Even if you use the first two skills, you can destroy safety by turning a simple statement into a drawn-out diatribe. We often use ten words when three would do, deliver long meandering openings, and share random and disconnected compliments. If you’ve created safety, be clear, succinct, and direct. In the end, don’t isolate feedback to rare occasions that have some formal tradition surrounding them. Instead give short, honest, and helpful feedback on a regular basis. If you combine this feedback with consistent praise of excellent performance, you’ll not only help people improve, but you’ll quickly become one of the best bosses people have ever had in their career. 

How to Deliver Feedback Effectively

In every organization, decisions get made every day; some major, some minor. Yet, leaders often overestimate how much buy-in they actually have for those decisions. They announce a new direction, outline the plan, maybe even explain the logic, and still encounter resistance. Why?Buy-in doesn’t start when the decision is made. It starts when people feel heard.As opposed to what we call first or second leaders, third leaders don’t just make the right decisions, they build the right foundation for those decisions. That foundation is trust, and trust is built through voice, clarity, and shared ownership. Let’s break down how to earn real buy-in, not just compliance.People Support What They Help ShapeA core principle of the third leadership model is this: voice ≠ vote. Your team doesn’t need to make the final call in order to support a decision, but they do need to feel like their perspectives were considered. That’s what separates top-down directives from shared direction.When people feel like decisions happen to them instead of with them, they disengage. When they feel like they had a voice (especially early in the process), they are more likely to invest in the outcome, even if it wasn’t their first choice. Before announcing a tough change or strategic shift, ask:“Who will be affected by this decision? What context or insights do they have that I might be missing?”Then actively invite that insight. Set clear boundaries:“We are moving in X direction, but I want your input on how we execute it best.”This approach builds both clarity and commitment. You’re not outsourcing leadership, you’re deepening engagement.Listening Isn’t Slowing DownThere’s a misconception that involving your team in decision making slows everything down. Sure, if you poll everyone about everything, you lose momentum. However, third leaders don’t confuse urgency with autonomy. They know that a little bit of listening up front can prevent weeks of rework and resistance later.Think of listening as part of the decision-making process, not a delay. It’s how you test for blind spots, uncover risks, and build solutions that actually work in practice, not just on paper. Ask these questions before you move forward:“What’s missing from my view?”“What’s likely to get in the way of this working?”“What would make this feel more workable to the team?”When leaders take time to sense before they solve, the team moves with them, not against them.Tie Decisions to Purpose, Not Just ProcessOne of the fastest ways to lose buy-in is to explain what is happening without clarifying why it matters. This is where so many leaders stumble—they focus on the tactical shift and forget to anchor the change in meaning.We teach leaders to connect decisions to team key results (TKRs) and broader organizational goals. When people understand how the decision supports the mission and how their role connects to that mission, it changes the emotional calculus. Even tough changes feel purposeful. For example:Instead of“We’re cutting back this initiative,” say, “To stay aligned with our TKR around profitability, we’re focusing on what creates the most impact. This move supports that focus, and it helps protect the jobs and priorities that matter most.”Purpose gives people a reason to stay on board, even when it’s hard.Feedback After the Fact Still Builds TrustEven after a decision is made, it’s not too late to engage the team. Third leaders create space for reflection:“What went well?”“What could we have done differently?”“How did this affect your ability to focus or deliver?”When people are invited to debrief, even retroactively, they feel respected. Over time, that consistent practice of listening builds a culture of trust and accountability.The Bottom LineBuy-in doesn’t come from charisma. It doesn’t come from having the perfect plan. It comes from building the kind of leadership relationship where people feel seen, heard, and respected. In a world where teams are stretched and strategy can shift overnight, your greatest asset isn’t just your clarity, it’s your ability to bring others with you. At the end of the day, the best decisions don’t just look good on paper. They move people forward, and people only move when they feel like they matter.

Building Trust Through Better Decisions

Young professionals, particularly Gen Z, are rethinking leadership. “Conscious unbossing” is an emerging trend where many are opting out of management roles in favor of flexibility, personal growth, and work-life balance.For talent management professionals, conscious unbossing threatens already fragile talent pipelines. Without intervention, organizations face growing leadership shortages. It’s time to look closely at leadership culture and the systemic issues that could be pushing talent away.This four-stage framework will help you uncover where change is needed—before your future leaders opt out.1. Evaluate Your Leadership CultureBefore you can make effective changes, you need a clear picture of your current leadership culture.Start by observing leadership behaviors. Ask yourself:How do leaders spend their visible time? Are they constantly in meetings or firefighting mode? What behaviors are rewarded? Are leaders celebrated for strategic vision and collaboration or for grinding through long hours? Do leaders openly discuss the challenges and responsibilities that come with leadership?Assess work-life balance among current leaders. Do they model sustainable practices or reinforce burnout culture? Do they take uninterrupted time off and set appropriate boundaries? Consider how leadership is framed internally. Is it portrayed as an opportunity for growth, or as “wearing many hats” with overwhelming workloads? These cues shape how younger generations perceive leadership—if leading means sacrificing well-being, many will opt out. To mitigate conscious unbossing, talent development professionals must take an honest look at what leadership means in their organization—and what message it sends to the next generation.2. Examine Structural BarriersNext, identify institutional roadblocks that discourage leadership ambitions. If leadership feels out of reach or not worth the trade-off, it will be challenging to motivate younger, high-potential employees to fill these positions.Review promotion pathways. Do leadership roles require rigid prerequisites? Are career paths flexible enough for non-traditional career trajectories? If employees can’t see themselves advancing, they won’t try. Consider whether leadership roles are realistically designed, including workloads. Could you offer alternative models like job-sharing or rotating leadership?Evaluate compensation structures. Does the risk-reward ratio acknowledge the added stress and responsibility and make leadership appealing? Beyond salary, what incentives signal that stepping up is worth it?By removing these barriers, you can create a leadership path that young employees want to follow.3. Assess Development PracticesStrong development practices must align with what future leaders value and what will prepare them for success.Evaluate how you identify leadership potential. Do your criteria recognize non-traditional leadership styles, or are they outdated and misaligned with the behaviors that drive success? Narrow or inaccurate definitions may cause you to overlook high-potential talent. An evidence-based framework increases confidence in succession and promotion decisions. Assessments add objectivity and reveal how employees align with key high-potential factors—and where development is needed.Examine where growth and development investments go. Do programs address modern leadership challenges and teach skills young employees value? What feedback have you heard from participants? Are there opportunities to improve the programs?Audit coaching quality. Are managers equipped to guide employees toward leadership roles, including through non-traditional career paths? When young employees see that leadership comes with support, not just added pressure, they’re more likely to pursue it.4. Act on Your FindingsAn audit is only valuable if it leads to action. Based on your findings, create a plan that ranks issues according to their importance. Then, balance quick wins with long-term fixes. Making small, immediate changes first can build momentum, but strategic, systemic changes will have the biggest impact on attracting younger talent to leadership roles and strengthening your talent pipeline.Define specific interventions, like redesigning leadership roles to be more balanced, creating flexible career pathways, or reframing internal leadership narratives.At this stage, HR must act as organizational change agents. Frame conscious unbossing as a business risk affecting succession planning, rather than a talent development issue. Use data from exit interviews, engagement surveys, and pipeline metrics to build a compelling case, then partner with colleagues to turn insights into action.ConclusionTalent management professionals stand at a critical intersection between organizational needs and individual aspirations. Conscious unbossing isn’t just a trend—it’s valuable feedback about how leadership roles must evolve.The future of your leadership pipeline depends not on convincing young talent to accept outdated models, but on rebuilding leadership roles that people genuinely want to grow into. Learn more in our blog, Conscious Unbossing: Rebuilding the Leadership Pipeline for a New Generation.

Is Your Organization Driving Younger Talent Away From Leadership?

Among the most challenging recent workplace trends affecting talent retention is revenge quitting—when employees abruptly resign out of frustration or retaliation. But why is it becoming more common?Employees today value connection, work-life balance, and flexibility—and they know it’s possible to find those things in a workplace. When their current role denies them these basic benefits, frustration builds. Add in factors like mounting stress and return-to-office mandates, and the balance between what employees give to a job and what they receive in return tilts negatively, making revenge quitting a more attractive exit strategy for many.The impact on organizations is significant, from impossible workloads and spiraling performance to costly turnover and cultural instability. But here’s the good news: L&D has the power to create a culture that avoids these destructive patterns. Here are four strategies to prevent revenge quitting and build a more engaged workforce.1. Get Serious About Supporting Employee Well-BeingLeadership has never been more demanding. According to DDI’s Global Leadership Forecast 2025, 71 percent of leaders report higher stress levels since stepping into their current roles, and 40 percent have considered quitting leadership to improve their well-being. However, leaders in supportive work environments are:10 times more likely to excel in their roles.3 times less likely to experience chronic stress.2 times more likely to have energy at the end of the workday.DDI also found that only 30 percent of leaders feel they have enough time to execute their responsibilities effectively, making workload a major source of stress. While stress may seem inevitable, organizations can take meaningful steps to improve employee well-being. Start by creating work-life balance initiatives that lighten workloads, offering flexible work arrangements where possible, and providing stress management training. Finally, establish processes that help leaders balance priorities, delegate tasks, and focus on what truly matters.Improving well-being isn’t just a nice-to-have—it’s essential for retention and cultivating the environment your workforce needs and expects.2. Create a Culture of Respect and FeedbackIn a startling finding, DDI found that only 29 percent of leaders trust their manager to do what’s right. In the context of such low trust, patterns like revenge quitting suddenly seem less surprising. But while trust is complex, regular feedback can be a powerful way to strengthen it. Employees who receive feedback are 9 times more likely to trust their manager.Trust begins with open, two-way communication, and L&D must equip leaders to give and receive feedback effectively. Transparency around company goals and decisions further strengthens trust, helping employees feel connected to a greater purpose. By making feedback a regular practice and prioritizing transparency, organizations create a culture where employees feel heard, respected, and invested in the company’s success.3. Train Leaders to Be Effective CoachesManagers play a critical role in preventing revenge quitting, but only if they’re effective coaches. High-potential leaders and individual contributors are 2.7 times more likely to leave in the next year if their manager lacks coaching skills, according to DDI. But when managers excel at coaching, leaders are twice as likely to want more, and 9 times more likely to build trust. Regular one-on-one check-ins give employees dedicated time to discuss their wins, challenges, resource needs, and career growth while receiving direct coaching from their managers. Managers must lead with emotional intelligence to help employees feel understood, validated, and engaged—making them far less likely to revenge quit.4. Provide Development OpportunitiesHigh-potential leaders and individual contributors crave opportunities to learn and excel. In fact, DDI found that they are 3.7 times more likely to leave if their manager doesn’t regularly provide growth opportunities and 3.1 times more likely to leave if their advancement is too slow. Yet, when managers actively support employee development, trust skyrockets, and employees are 11 times more likely to trust their manager.This signals a mandate for L&D leadership. They must reinforce continuous development through opportunities like internal mobility programs, mentorship opportunities, and high-potential programs to prepare future leaders. Employees who envision a clear path for growth are more likely to stay, contribute, and thrive.ConclusionThe rise of revenge quitting signals a pressing need for L&D professionals to rethink not only engagement and retention strategies but company culture, too. When employees feel undervalued, unheard, or stagnant, they start looking elsewhere.The long-term benefits of preventing revenge quitting far outweigh the initial effort: a healthier workforce, more engaged leaders, greater performance, and a sustainable talent pipeline that makes for a resilient organization.

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