Let’s get real for a second about your employees.

When a top performer walks out the door, it’s easy to blame the usual suspects:
"They got a better offer."
"This generation just doesn't want to work."
"She never said anything was wrong."

But here's the truth most leaders don’t want to admit:
People don’t leave jobs. They leave cultures.

And in most cases, your best people don’t leave suddenly.
They leave slowly — mentally first, then physically.

It’s not because they’re difficult.
It’s because we made it too difficult for them to stay.

In my conversations with leaders and teams across the globe, I’ve found that there are three consistent, culture-level reasons top performers leave — even when they seem happy on the surface.

3 Reasons Top Performers Quit 

They don't hate the work. They hate the environment.

Your best people didn’t join the team to coast. They want to contribute. They want to grow. But what drives them out isn’t usually the work itself — it’s the culture surrounding it.

Maybe they’re dealing with constant confusion around expectations.
Maybe they’re not sure what success even looks like anymore.
Or maybe they feel micromanaged, untrusted or invisible — despite performing at a high level.

And here’s the tough part: Sometimes, that toxicity isn’t coming from the team. It’s coming from us.

In my video on navigating a toxic workplace, I get real about how even well-meaning leaders (myself included) can create friction without realizing it. I walk through key reflection questions, communication traps and the kinds of leadership shifts that turn toxic patterns into thriving cultures. It’s a must-watch if you’re serious about keeping your best people engaged and supported.

They don't see a path forward — so they find one somewhere else.

High performers think in trajectories. They’re not just asking, “Do I like my role today?” They’re asking, “Is this going to lead me where I want to go?”

When there’s no clear trajectory, no feedback loop, no acknowledgment of their potential, your best people will start to disengage. And eventually, they’ll leave — not because they weren’t committed, but because they couldn’t see a future with you.

In my recent video on why good employees quit, I break down what happens when leaders overlook the deep connection between people and performance. The leaders and organizations thriving today are the ones building clarity into their culture. They’re asking questions like:

• Do my people know how they contribute?

• Do they see opportunities to grow?

• Are we creating a culture that supports those goals?

The answer can’t be “We think so.” It has to be “Absolutely.”

When leaders set clear expectations, connect roles to purpose and design real development pathways, it doesn’t just improve culture — it improves retention, engagement and results.

That’s the kind of leadership your best people are looking for.

They're doing the work of two people, and getting half the credit.

Here’s one of the most common patterns I see in organizations: A high performer consistently steps up, takes on more and delivers results.
So what do we do?
We reward them with...more work.

No additional recognition.
No added support.
No conversation about bandwidth, fulfillment or sustainability.

Over time, these “go-to” employees become overused and underappreciated. And while they might keep producing, what you don’t see is the internal calculation they’re making every day:
“Is this still worth it?”

The truth is, overperformance without acknowledgment breeds resentment. When contribution becomes expectation, and excellence goes unrecognized, even the most dedicated team members begin to feel invisible.

That’s exactly why I wrote my eBooks on attracting and retaining top talent and building a people-first culture — because leadership isn’t about getting more out of your people. It’s about giving more to your people in the ways that matter: clarity, support, recognition and a path forward.

If you want to keep your best people, it starts with understanding why they leave — and being bold enough to lead differently. Culture isn’t built by accident. It’s shaped by everyday decisions, by how we develop, support and value our people.

The leaders who retain top talent aren’t just reacting to problems. They’re designing environments where people can thrive.