Why Good People Quit—and How to Keep Them

A while back while leading a client workshop, I met Laura, a talented senior director at a big tech company. On the surface, she seemed to be thriving—recently promoted, well-compensated, and leading important and exciting projects. However, over coffee, she admitted something surprising: she was planning to quit.

“I just don’t feel connected anymore,” she said. “I’m doing the work, but it’s not challenging me like it once did. My boss and everyone else around me are moving so fast, I don’t think anyone notices or even cares. The worst thing, is I know I’m not alone and others are thinking of moving on, too.”

Laura wasn’t planning on leaving for a bigger paycheck or better perks. She was leaving because her work had lost its meaning, her potential felt untapped, and her contributions seemed invisible.

Her story is all too common. Employees don’t quit jobs—they quit experiences that no longer meet their deeper needs. And, yes, they quit bosses who undervalue their contributions.

The Five Motivators That Keep People Engaged

At the core of great work are five intrinsic motivators: curiosity, passion, purpose, autonomy, and mastery. These are fundamental motivations to how humans engage and grow—personally and professionally.

And they work in sequence:

1. Curiosity sparks interest—the desire to explore, learn, and ask questions.

2. When curiosity is supported, it becomes passion—an energy for what we do.

3. Passion tied to something bigger than ourselves becomes purpose—the “why” behind the work.

4. Purpose leads to a need for autonomy—freedom to pursue that purpose in authentic ways.

5. Finally, autonomy drives mastery—the chance to develop and refine skills.

When these motivators are present, people thrive. When they’re missing, disengagement follows.

What Great Leaders Do Differently

It’s easy to think employees leave for higher salaries or better benefits, but most of the time, they leave because their workplace no longer fulfills these motivators. Great leaders recognize this and focus on creating environments where their people can thrive.

Here’s how:

1. Make work meaningful. Employees want to see how their work contributes to something bigger—whether it’s solving problems, advancing a mission, or aligning with their personal values.

2. Build trust and respect. Give employees autonomy, recognize their contributions, and create a culture where they feel valued and supported.

3. Foster growth. People stay when they can see a future for themselves—when they’re learning new skills, gaining experiences, and building mastery over time.

Laura’s story reminds us of what people truly want from work: a sense of contribution, respect, healthy challenge, growth, and connection. When employees feel seen, trusted, and empowered to grow, they don’t just stick around—they thrive.

So ask yourself: To what extent are you creating the conditions where your people can do their best work? To what extent are you sparking curiosity, fueling purpose, and helping them grow?

Because when you meet these human needs, your employees won’t just stay—they’ll bring their best, every day.