I’ll never forget the morning I walked upstairs to quit my job and pursue my startup full time.
My manager’s office was two floors above mine. I took the stairs — and it turns out, two flights is a long time to think. Was I making the right choice? Was I completely out of my depth? My legs felt heavy, and by the time I reached the top, my heart was racing — and not just from the climb.
Leaving a stable job to build something of your own is terrifying. But when I sat down and told my manager I was leaving to start my own venture, he didn’t react with anger, disappointment, or attempts to talk me out of it. Instead, he smiled. He asked about my plans, wished me the best, and told me I’d always be welcome back.
That moment stuck with me — not just because it gave me the courage to leap, but because it modeled the kind of leader I wanted to be. Years later, when people started leaving the company I built, I thought back to that conversation. And I made a promise to myself: I would always treat departures with respect, support, and an open door.
Because how you say goodbye says everything about your company culture.
Letting People Grow
No leader wants to lose a great employee. But people grow. Their goals shift. And if you've built a strong, ambitious team, you shouldn’t be surprised when someone wants to chase something bigger.
Too often, founders see resignations as betrayals — especially early on, when every hire feels crucial and every exit feels personal. But that mindset is shortsighted. And it’s not sustainable.
People will leave. Sometimes it’s for a better opportunity. Sometimes it’s about family, health, or burnout. Sometimes they’re just ready for a new challenge. And that’s okay.
When I face an unexpected departure, I remind myself of a quote from Don Miguel Ruiz in The Four Agreements:
“Nothing other people do is because of you.”
Ruiz talks about the importance of not taking things personally. When you do, you start projecting your worldview onto someone else’s journey — and that’s when resentment creeps in. The better path? Let go with grace.
Departures Are Part of the Story
How you treat someone on their way out sends a loud, clear message to the rest of your team.
If you respond with coldness, people learn that honesty has a cost. That growth might be punished. But if you lead with respect, you reinforce a culture of trust — one where people can speak openly, make bold moves, and know they’ll be supported even when it’s time to move on.
Your alumni — yes, alumni — are still part of your company’s extended story. They can refer great candidates, return in the future, or speak positively about their experience. That makes their exit just as meaningful as their onboarding.
Lead with Curiosity, Not Control
Leadership is all about mindset. And when someone gives notice, the best response is curiosity.
Ask them what’s next. What they’re excited about. Not to persuade them to stay, but to understand what drives them. These conversations can be inspiring — reminders of the same ambition that got you started. And sometimes, they offer a clearer view into what your team members really want.
Over the years, I’ve seen many people leave my company and return later with new skills and fresh perspectives. These "boomerang employees," as Harvard Business Review’s Rebecca Zucker calls them, are invaluable. According to Gallup, employees who have a positive exit experience are nearly three times more likely to recommend their former employer.
That’s the kind of long-term thinking a growth mindset brings: viewing careers as evolving paths, not fixed lines. Seeing every goodbye as a step forward — not just for the person leaving, but for your team, your culture, and your company.
Because when someone leaves to chase something bigger, it means you've hired well. You've led well. You've created a place where ambition thrives.
And that’s something to be proud of.