Actual + overheard: why people quit
Spoiler alert: They're all people issues. It's why we decided to dig in and do something about it.
Leaving my career as a lawyer makes complete sense to me now. But if the “people things” had been right, I probably wouldn’t have left, at least not for many years. As a summer associate in my very first professional job, I routinely slept under my desk and ate vending machine candy for dinner while the partner I worked for created false deadlines. When the firm made me a permanent offer, it would be working for this same partner. She even called repeatedly, trying to convince me to accept! There was no one for me to talk to while I was there, and there was no one to ask if I could come to the firm but work for someone else.
Alas, this wasn’t specific to this particular partner or firm, or even to law. People issues are huge in marketing/creative, where big budgets are on the line, big ideas are at a premium, and coming up with creative ideas is emotional and involves putting yourself out there.
Let’s set the scene
Ok, so picture this. You’ve got me, Rachel, and I’m in your office IRL with the whole creative/marketing team to share holiday concepts. And if you know me, you know I am very cheery and warm and high energy in these sessions. (And I travel all over for them.)
So I present all the ideas, and the CMO and CCD (or whatever) react. And then they leave and then I’m packing up to go. And everyone stays behind, talking. Either in front of me, or right to me. There are variations. Sometimes it’s a Zoom. Sometimes it’s an individual who later reaches out privately to share and ask me for help “dealing with this.”
The tough stuff
Want to go inside and hear some of the reasons they’re unhappy — often deeply — and thinking about leaving? These are all actual issues at clients/former clients’ businesses where we’ve done culture audits, whether formal or informal:
They were “layered” — that is, someone slotted a new person in between them and a senior leader — without the right conversation/growth opportunity/chemistry test.
A new person (at any level) is absolutely toxic, but they’re charming to senior/executive leaders. (We cannot say this enough: Try people out on a contract basis first! And talk to team members.)
You’re giving all the “good stuff” to an agency and the agency isn’t partnering with in house team members, and is in fact dismissive of them. Even rude to juniors.
They’re doing too much admin work (note — hearing this in one of our audits; we simply brought in an EA to key data at a low rate for a couple days until they were caught up).
Their work has dramatically increased post layoffs, they’ve folded in another person’s job, and there has been no shift in pay — but more significantly to them - no acknowledgement or gratitude.
Everything is a no; it’s too hard to present an original idea. Here’s what happens: They suggest this new creative idea. And the first thing that happens, before acknowledgement, is hole-poking. It happens more than once. Now they no longer want to bother presenting an idea, and completely detach from there. Made worse if you then bring in an outside agency and laud them for their out-of-the-box ideas.
They crave truth telling and authenticity. We hear this one a LOT and at all levels and roles. When there is a sense of closed doors and secret keeping, it is far more detectable and upsetting than anyone thinks. I’ve heard, “I want to help. Just tell me what is going on and how I can help. Level with me.”
It all feels more important now than ever when we’re seeing a renewed focus on finding answers through internal teams rather than going to outside agencies.
What I do about it
More times than I can count, there’s widespread upset at what a traditional agency has left behind, work-wise. They swept in, grabbed the much-wanted attention of the CMO and/or CEO (one of whom brought them in there), maybe pushed a form of idea someone internal had had dismissed, and left a brand book or campaign shoot without real usable assets. So the team has to scramble and clean up the mess. What I do then is translate the key insight (if it’s good!) into a usable campaign or effective brand book that accounts for the real needs, especially the digital ones.
But what about the things that aren’t really work related? Over the seven+ years we’ve had Honor Code, I’ve figured out some productive ways to turn these insights from associates and the trust they have in me (kindness pays off!) into some really good things. We’ve developed a creative/marketing Audit, where I have one-on-one meetings, find the issues, and propose a suite of answers (it might be some re-jiggering of roles, for example).
Sometimes, I see some coaching is needed, and because of that we’ve now built a tight network of coaches we’ve vetted, worked with and believe in, with different niches.
Other times, there’s a role that needs to be filled. Either full time or freelance. Susanne and I flag it and/or fill it.
Introducing: HONOR PEOPLE
This year, Susanne and I are doing all the things we want clients to do. One of these was taking a deep look at our secret sauce(s). These years (and years) in agencies and brands, seeing wins and failures – often being the shoulders people cry on and the ears they vent to – have given us deep knowledge of what works and doesn’t work, culturally. And what to do about it. It’s also yielded a highly skilled and trusted talent pool in our community, with an understanding of what they need.
HONOR PEOPLE is a new part of Honor Code that takes all these things we’ve been doing on the fly and makes them active offerings instead of reactive hole-plugging. We’ve added the resources we need to make it possible, solving for things like these
You need a creative/marketing person (freelance or full time). There are a million applicants. You want the trusted, vetted one.
That big hire you made lasted less than a year.
So many internal folks but “it” just isn’t happening.
You sense a “vibe issue” in the office.
(We can also help executive leaders who see restructuring on the horizon, feel epically unhappy, or fear making a change when no one seems to understand what you offer.)
How it works
Our HC Action-Yielding Audit is where we suggest businesses start. It can be tailored to fit scope and budget. From there, we come back and present findings. And after we talk through them, we can create a Repair Plan, which may involve working with
Our new dedicated recruiter (a seasoned talent finder who aligns with our values and works with our input).
One of four Honor Code-approved coaches, each with different expertise.
A Repair Plan can be something you then execute on your own or with help from us. It could include any of the following
Changes to roles/org chart
Hiring permanently or FL to FT
Executive or other coaching and/or creative mentorship (for example, I’ve given branding and copywriting courses, both one-on-one or in small groups)
Help interviewing agencies or for other key roles
Being the shoulders people cry on and the ears they vent to – has given us deep knowledge of what works and doesn’t work, culturally.
Looking at this stuff isn’t easy, and we commend anyone who does it. Honestly. But more importantly, it’s so surprising how much impact this work can have. A little in, a lot out.
We’re happy to simply listen, first and foremost. Get in touch. Susanne@honorcodecreative.com